Driving and Building Support for Successful Change Projects Using a Time-Tested Framework
Winning organizations are set apart by their ability to deliver the changes they plan. Our highly effective and popular program will hone your expertise in planning and implementing change in any type of organization: Diagnosing the need to take action, communicating the vision, and modifying the organization’s systems as needed. The program is grounded by Dr. Carol A. Beatty’s research into the key success factors of change implementation, which involved analyzing more than 400 change projects, both unsuccessful and successful, to determine what works and what to avoid during change initiatives. You will learn how to create a complete change roadmap for your organization using Dr. Beatty's "Change Wall."
a) Establishing the Context for Transformation
What is going on in your world now that is driving the need for change in your organization? How are other organizations responding to changes taking place in their world? Where do you stand along the continuum of incremental adaptation to total transformation? As we begin the week, consider these questions, and clarify the type of change that is necessary within your organization: strategic, structural, cultural, or process change.
b) Understanding the Organizational Change Process
We'll lay out the groundwork for the week 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 also share several vivid best-practice stories of real organizations in both the private and public sector working nimbly through major change initiatives.
Learn more about:
- Effective frameworks for managing change
- Your role as change agent
- How to promote awareness of the need for change
- Setting the strategic direction
- Assessing readiness for change
- Approaches for whole-system involvement
c) Helping Harmon, Part One
Participating in a multimedia change management simulation, your team will interview up to 20 senior managers of Harmon Health, a model company in the pharmaceutical industry. How ready are they for change? Do they all agree on what the organization should do? Who are the potential leaders of the change effort?
d) Creating the Energy for Change
We will explore how you, the change architect or leader, can mobilize resources and achieve the goals of the change initiative. Energy comes from proper diagnosis, so we will discuss how to diagnose the inevitable resistance to change by drawing on the work of Maurer and Lindstrom. Learn about the intellectual, personal, and cultural factors at play and their implications for the change strategy.
Develop tactics to avoid "energy traps" such as:
- Inertia Trap - the organization is either spoiled by past success or bereft of confidence by successive failure
- Corrosive Trap - internal barriers block forward movement
- Acceleration Trap - change at warp speed leads to exhaustion and burnout
e) Helping Harmon, Part Two
Your small group will complete the Harmon interactive multimedia simulation. Develop a thorough change management solution for the model organization, from early readiness assessments to final implementation, and receive immediate feedback. How well did your team do?
f) Creating 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. Discover how leading Canadian organizations managed and erased resistance and mobilized commitment to achieve results that made headlines.
- Perform an effective internal and external trends analysis
- Define the challenge, scope, and boundaries of the change
- Help your colleagues understand the need for change with compelling involvement strategies
- Practice visioning techniques to help your team imagine a powerful and preferred future, and to create priorities and high-level strategic goals
- Decide on meaningful measurement tools
g) Communicating Change
A major piece of the change management process is communications: informing, involving, and consulting with key constituents. How do you communicate the mission of a ideranging project to various stakeholders? Which communication strategies work best to bust through roadblocks?
Come away with:
- A communication model and template to help you plan a multi-pronged strategy
- A stakeholder mapping tool to identify groups with similar communication needs
- Practical advice on how to craft messages for particular groups
h) Debrief and "Back Home" Planning
Complete your change map and use our Change Management Checklist to ensure your change initiative is a success. Find out where to anticipate pitfalls. Get coaching and feedback from our facilitators and other participants on your change plan.
By the end of the week, you will be better positioned to:
- Diagnose the need for change and create the necessary sense of urgency
- Select the right change team
- Develop a change vision and goals and communicate them effectively
- Implement change and ensure its continued success
- Assess and manage resistance
- Ensure all essential steps of a robust change management model are followed
- Move through change projects faster and realize intended outcomes
- Build internal capacity to manage change with rigour
- Benchmark efforts against hundreds of other organizations
- Analyzing Resistance Scale and Planning Templates, and Transition Structure and Communication Planning Templates
- Change Style Indicator
HR and LR professionals and change leaders who want in-depth experience in how to plan and lead change.
Kate Sikerbol is an organizational consultant and coach, recognized for her expertise and commitment to developing leaders and building change capability in organizations.
As an avid lifelong learner and OD practitioner, Kate brings a sense of humour and practical wisdom to every workshop and client engagement. She is passionate about helping people explore their growth edges, changing the conversations that shape everyday thinking and behaviour, and supporting change efforts that build organizations that thrive.
She has designed and delivered change management and leadership development programs, facilitated team building using strengths-based and appreciative approaches, facilitated strategic planning...
Read the full bio for Kate Sikerbol
Dr. Carol A. Beatty is currently a Senior Research Fellow of the Industrial Relations Centre at Queen’s University in Kingston, Ontario. Formerly the Director of the Industrial Relations Centre and Associate Professor with Queen's School of Business, she completed her MBA and PhD at the Ivey School of Business at the University of Western Ontario. She has taught in undergraduate and graduate programs in the Queen’s Schools of Business, Industrial Relations and Policy Studies and in executive education programs at Queen’s and the University of British Columbia.
An acknowledged expert on change management, strategy development, and high performance teams, Dr. Beatty focuses her consulting and research on human and...
Read the full bio for Carol Beatty
*The roster of speakers is subject to change.
Oct 16-18, 2018 - Kingston
Apr 9-11, 2019 - Toronto
How do I register for a program?
You can register online, call us toll-free at 1-888-858-7838, or email us at email@example.com. Once you register, we will send you a confirmation by email. Information about the program location, check-in time, and the agenda will follow.
How do I pay for the program?
If you are registering online, you may pay by Visa or MasterCard. You may also choose to be invoiced first, and pay by cheque (payable to Queen's IRC) or credit card. You may also wish to call us with your credit card number to make the payment.
If your organization is tax exempt, we will require a copy of your tax exemption certificate.
Do you offer discounts?
Yes. We offer an Early-Bird discount. If you register 60 days before the start of a program, you will save $300 on the tuition of four- and five-day programs, and $150 on two- and three-day programs.
If you register three people from the same organization in the same program at the same time, you will receive a 10% discount on program fees. If you register five or more people in the same program at the same time, you will receive a 20% discount.
If you know you will be pursuing a Queen's Certificate and would like to remit tuition in one payment before your first program, we offer a special fee with a considerable saving. Contact us at firstname.lastname@example.org for more information.
Please note that only one discount may be applied.
What is included in the registration fee?
Program fees include tuition, workbook materials, lunches, and some dinners. You are responsible for transportation, accommodation, and some meals.
Once I enroll in a program, may I cancel without penalty?
Substitutions are permitted with no penalty 8 days or more from the program start date.
Substitutions 7 days or less before the program start date will be subject to a $500 charge.
Transfers and cancellations are permitted with no penalty up to 15 days prior to the program start date.
Transfers and cancellations 14 days or less from the program start date will be subject to a 100% charge of the program fee.
Where does the program take place?
Our programs typically take place at a hotel. This information can be found in the tab above, called Venue and Accommodations.
I would like to make my travel plans. What are the start and end times for the program?
Change Management starts at 8:30 a.m. on the first day. (Registration runs from 8:00 - 8:30 a.m.)
The program finishes at 4:00 p.m. on the last day.
If I am working towards a Queen's IRC Certificate, which course should I take first?
You may take the programs in any order that reflects your learning needs at the time. Our certificates feature a core program or programs that introduce you to what we consider the core competencies of the field. The remaining programs offer a deeper exploration of each area. For this reason, we find that participants in the certificate stream benefit most by taking the foundational program first.
My level of expertise is above the foundational program for the certificate I am working on. Do I still need to take that program to earn a certificate?
Queen's IRC offers participants maximum flexibility to customize their individual training needs. Upon request, participants with advanced expertise may skip the foundational program, and choose another program from our entire program lineup, for credit towards a certificate. Participants must earn 12 credits to earn a certificate.
How long do I have to complete a certificate?
We attach no timeline for achieving your certificate. Once you have earned a credit, you have earned the credit. We do recommend, however, that participants complete their certificate within one to six years. Most people earn their certificates within three years.
What if I want to take one of your programs but do not want to pursue a certificate?
That's fine. All of our programs may be taken individually, and you can mix and match the courses in labour relations, human resources and organization development, depending on your learning needs. At the conclusion of each program, you are given a certificate of completion.
I have taken a custom program with the IRC. Will this count towards a certificate?
Yes. Participants who take an IRC custom program may also use their training days as credits towards a certificate.
If I have other questions, who may I speak with personally?
For a program registration query, please feel free to call us at 1-888-858-7838 or 613-533-6628. To reach the Director and staff members, consult our online directory. To reach one of our facilitators, please contact Stephanie Noel at 613-533-6000 ext. 77088 or email@example.com.