Queen's University IRC

Change Management

Building Support for Successful Change Projects Using a Time-Tested Framework

3 CREDITS

VIRTUAL LEARNING MODEL

PROGRAM OVERVIEW

Winning organizations are set apart by their ability to not only plan, but most importantly, to implement change.  Our highly effective and popular program will hone your expertise in planning and implementing change in any type of organization, public sector, private sector, or community agency.  The program is grounded in lessons from business and academic research into the key success factors of change implementation, as well as the change practitioner competencies recognized as essential to your effectiveness as a change champion.

 

DATE, LOCATION & FEE

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WHO SHOULD ATTEND

This program is intended for HR and LR professionals, OD specialists, managers, supervisors, and change leaders who want in-depth experience in how to plan and lead change.

ORGANIZATIONAL BENEFITS

TAKEAWAY TOOLS

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LEARNING OUTCOMES

You will have ample opportunity to apply concepts, tools, and techniques to case examples and your own change project. By the end of the program, you will be better positioned to Implement change and ensure its continued success. You will learn how to:

PROGRAM DETAILS

We ‘put the wheels on theory’ and provide practical frameworks, tools, and templates to help you define and plan your change project, create a compelling vision, engage stakeholders, minimize resistance, and develop commitment, craft a communications plan, and sustain momentum for change.  This 3-day ‘learning lab’ provides you with an opportunity to participate in a combination of interactive and experiential activities–assessments, case studies, group discussion, as well as coaching and feedback from your peers and our facilitators –to help you learn what works and what to avoid during change initiatives.  At the conclusion of the program, test how much you have learned in our interactive multimedia change simulation. Think of it as a “flight simulator” for change and hone your skills before you take on your own organization’s challenges.

a) Understand the Organizational Change Process

We’ll lay out the groundwork for the course by discussing the successful organizational change process—and the research that backs it up. Our process will guide you and your team through the entire change cycle from setting the strategic direction to detailing a workable implementation plan. Our facilitators will share vivid best-practice stories of ‘lessons learned’ from major change initiatives in a variety of real-world organizations.

b) What is the Context for Change? Why Change?  Why Now?

What is going on in your world now that is driving the need for change in your organization? What are the internal and external drivers of change?  How do you convince others that change is needed?

c) Create the “Why, What, and How” of Change

Learn to prepare for and build the roadmap for change, from analyzing stakeholders to deciding on intervention approaches and techniques.  Define the challenge, scope, and boundaries of the change.  Help your colleagues understand the need for change with compelling involvement strategies.  Consider and decide on meaningful measurement tools.

d) Create the Energy for Change

We will explore how you as the change champion can mobilize resources and achieve the goals of the change initiative. Energy comes from proper diagnosis—you will learn how to diagnose the inevitable resistance to change, the intellectual, personal, and cultural factors at play, and their implications for the change strategy.  

e) Communicate Change

Effective communication plays a significant role in successful change.  How will you inform, involve, and consult with key constituents?  How do you communicate the change vision to various stakeholders? Which communication strategies work best to gain attention and bust through roadblocks?

f) Sustain Momentum for Change

Too much change can result in ‘change fatigue.’  Organizations that have been spoiled by past successes, or damaged by a legacy of change failures may be susceptible to the ‘inertia trap.’  Other internal barriers can block forward movement.  What are the change derailers in your organization that will slow down or impede progress?  What can you do to mitigate these risks to change success? And how will you ensure that you as the change champion can go the distance to ensure that change is sustained over time?

FACILITATORS AND GUEST SPEAKERS

Kate Sikerbol

Lead Facilitator
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Anne Grant, Lead Facilitator


Anne Grant has practised as a full-time mediator and conflict resolution professional since 1994. Anne’s dispute resolution practice includes extensive mediation of labour and civil disputes. She specializes in the assessment and restoration of poisoned work environments as well as conducting a range of workplace investigations. Currently she is the lead facilitator for the Queen’s IRC Labour Relations Foundations, Mastering Fact-Finding and Investigation, and Workplace Restoration programs, and Past President of the ADR Institute of Ontario.


In the area of labour relations, Anne has facilitated the development of collective bargaining mandates, assisted workplace parties to implement comprehensive bumping processes, facilitated union management forums for the Workers Safety and Insurance Board and has facilitated interprovincial trade agreements to address the labour mobility of various professional groups.

Qualified in law, mediation and nursing, Anne has far-reaching experience handling toxic workplaces in the public and private sector. She provides strategies to address dysfunction at the individual, team and departmental level. Her experience includes extensive mediation of civil and labour disputes, as well as facilitation, poisoned work environment interventions and human rights investigations.

She holds the national designation of Chartered Mediator and obtained her Masters-in-Law in ADR from Osgoode Hall Law School in 1997.  In 2007, she was awarded the Ontario Bar Association’s annual Award of Excellence in ADR.

Anne is published provincially and nationally in the areas of ADR and legal issues in health care.  She is co-author of A Nurses’ Practical Guide to the Law (Canada Law Book 1997), and Dispute Resolution in the Insurance Industry, (Canada Law Book 2001).  Prior to practising mediation, she practised labour law, health care lobbying and peri-operative nursing.