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Managing Change Bridging the Gap between Knowing and Doing Completed


Dates: 11 & 12 Apr 2011
Hours: 08:15 - 17:15
Available Seats: 25
Location: Paphos
Venue: Aquamare Beach Hotel&Spa
Cost Per Participant:€2900
Seminar Cost:HRDA

HRDA - Price Table


Small Enterprises
1-49 Employees
Medium Enterprises
50-249 Employees
Large Enterprises
250+ Employees
1 Participant - €280 2 Participants - €480 3 Participants - €680
1 Participants - €590 2 Participants - €990 3 Participants - €1290
1 Participants - €950 2 Participants - €1350 3 Participants - €1550

human resource development authority of Cyprus, seminars in Cyprus, Digipro

Human Resource Development Authority of Cyprus

Program Rationale

“The literature on change management is filled with advice that is necessary but not sufficient. We get to applaud the magicians but not to see the secrets of the trick.”

This workshop is based around a computer simulation (also known as “business game”) through which participants will gain a number of insights and skills in both the theory and practice of change management, which are relevant to managers both in their role as change strategists and in their role as change agents. This not only builds a more thorough understanding and awareness of to be expected organisational dynamics and emotional responses to change, but also one's own skills, confidence and motivation in how to deal with change.

During the workshop, participants will learn how to anticipate or recognise specific emotional responses to change (uncertainty, confusion, apathy, disengagement, anger, fear, etc.) and how these can be addressed (or avoided) through specific and practical management actions.

Business leaders and managers can thus learn how to lead by example and not only embrace change but also motivate the entire organisation to embrace such change.

Target Audience

  • "Managing Change: Bridging the Gap between Knowing and Doing" is a program specifically designed for top management and for those responsible for introducing and implementing change in organisations. This includes managing/executive directors, general managers, project managers, heads of department, etc.
  • Executives/managers of local firms who want to find effective ways to introduce change and get their organisation to achieve business improvement
  • Company owners and policy makers who want to get their organisations engaged in learning and business innovation
  • Chief Information Officers and technology managers who are about to introduce new systems
  • Managers who want to improve the quality of their products and processes

Program Objectives

The goal of the workshop is to quickly build awareness of the challenges and pitfalls one will encounter when embarking on a change project, and to test one’s abilities and skills in overcoming resistance to change.

In particular the workshop will:

  • give a clear understanding of the key concepts & drivers of resistance to change
  • provide insight into participants’ own attitudes and behaviours regarding change
  • demonstrate how different emotional responses to change can be traced back to the presence or absence of specific management actions
  • provide knowledge and insight into how to effectively plan and implement change
  • illustrate how group dynamics serve to resolve and overcome resistance

Program Outline

Day One

8:00 − 8:15 / Arrival and registration

8:15 − 9:00 / Introductions and outline of the learning objectives

9:00 − 9:30 / Facts and Figures about Change: Reasons of Failure

  • Attitudes to change
  • The Process of Change
  • The Change Manager’s Toolkit
Key Lessons:
  • Organisational Resistance is the top reason why change initiatives fail
  • People have different attitudes towards change, and will react accordingly
  • ‘Change’ is a 4–step process

9:30 − 10:00 Introduction to the ChangeMasters Simulation

10:00 − 10:15 / Break

10:15 − 12:30 / The ChangeMasters Simulation: team exercise

12:30 − 14:00 / Lunch

14:00 − 15:00 / Presentation & Discussion of Team Results

  • Lessons Learned (Do’s & Don’ts)
  • Team Dynamics: decision making under pressure; sensitivity to disagreement, criticism, disengagement; leadership styles; consensus building; analysis-paralysis;
Key Lessons:
  • The choice and timing of appropriate change tactics depends on the company’s culture as well as on the individual’s attitude
  • People may lose interest
  • The need to communicate, communicate, communicate
  • The need to collect sufficient information – but without overdoing it.
  • One cannot always predict the way people react
  • The role of gatekeepers and key influencers
  • The need to better manage resources (time/people)

15:00 − 15:15 / Break

15:15 − 16:30 / Discussion of Organisational Change Dynamics

  • Understanding the migration process over time
  • Spotting resistors and innovators: what they do, how to influence them
Key Lessons:
  • The impact of change initiatives typically follows an “S” curve
  • Different attitudes to change require different tactics
  • Key influencers may have a positive or negative impact on the rest of the organisation

16:30 − 17:00 Reasons why people resist change

  • Fear, Uncertainty, Doubt
  • Good reasons to resist
Key Lessons:
  • Resistance is usually grounded in anxiety (fear of the unknown, lack of competence or self-confidence), which usually acts as a restraining force against change but could also act as a driver for change
  • People may have a good reason to resist
  • Relying on fear to drive change may work, but may also backfire

17:00 − 17:15 Q&A and close of session

Day Two

8:00 − 8:15 / Arrival

8:15 − 8:30 / Recapitulation of first day

8:30 − 10:00 / Organisational Change Dynamics

  • Formal vs Informal Structures, and how to leverage these
  • Fair Process: Distributive vs Procedural Fairness
  • Understanding the Psychological Rollercoaster: Shock, Denial, Anger, Bargaining, Depression, Acceptance
Key Lessons:
  • Leveraging informal structures can help the efficiency of the change process (better result in less time)
  • Ignoring gatekeepers and influencers can seriously impede change (and change their attitudes to the project)
  • Ignoring resisters have a negative effect on others
  • Use of power/authority does not always work

10:00 − 10:15 / Break

10:15 − 12:30 / Building Blocks to Managing Change

  • Change Agents must use and apply the 7 building blocks as foundation for effective change: Vision, Communication, Competences, Empowerment, Tools, Plan of Action, Appreciation
  • Resistance is an emotional reaction grounded in the absence of one or more building blocks: confusion, disengagement, fear, powerlessness, frustration, chaos, indifference

12:30 − 14:00 /Lunch

14:00 − 15:15 / Building Blocks to Managing Change - continued

Key Lesson:
  • Learning to identify the emotional reaction is key to identifying the required corrective management action

15:15 − 15:30 / Break

15:30 − 16:45 / ChangeMasters Simulation – 2nd time

  • Putting all Lessons Learned to the test

16:45 − 17:15 / Q&A and close of session

  • Participants’ Feedback on workshop
  • Introduction to individual company visits

Training Methodology

The workshop follows Kolb's Experiential Learning methodology . It emphasises an interactive approach to adult learning and leadership. A unique feature of this approach is the appreciation and integration of the participants diverse abilities and experiences. Throughout this workshop a number of cases illustrating best and worst practices will be discussed. But participants will moreover be invited to discuss examples and situations from their own experience that reflect the topics under discussion.

Malcolm S. Knowles, a pioneer in the field of adult education, proposes that effective learning takes place when adults gain the mutual trust and communication skills to share concerns and learn from each other's experiences. Knowles values open discussions, a general attitude of cooperation, and a willingness to accept responsibility. This philosophy of adult learning is characterized by a deep respect for human potential. By practicing this approach among peers during the workshop, participants will also build confidence in applying this approach in their own organisations.

The main goal of the programme is ultimately to enable managers to more effectively manage the transition to new organisational structures and better businesses, whereby they do not need to impose changes − which fuels resistance – but rather induce and facilitate change that is understood and supported by their organisation.

The Experiential Learning methodology is shaped in a dynamic four–step model of learning. Each step emphasises a function of leadership learning:

  • Motivate
  • Inform
  • Strategise
  • Apply

The first step reflects adult learning abilities, preferences, and sources of motivation. The second step combines theory and case discussion with participants experiences to ensure meaningful learning. The third step involves group activities that strengthen mutual/interactive learning, and give an appreciation of different viewpoints or priorities in formulating solutions to specific problems. Finally, the fourth step yields a practical plan of action on how to incorporate the newly learned insights into one's own work environment.

Tools and Methods

Instructional Approach

"Managing Change" is an intense two-day workshop. The program is a combination of PowerPoint slides, group activity and presentation, role-playing around the ChangeMastersTM computer simulation (business game), which is used at several leading business schools and in executive & management development programs at leading global companies. The program employs accelerated adult learning techniques (see higher), incorporating a great deal of interaction among the participants.

Major Subject Areas

The main subject areas covered during the workshop will be

  • The four phases of change (awareness, interest, test and acceptance) that everyone goes through, be it at different speeds.
  • The distinct emotional responses that people display when faced with major change, and what causes/fuels these
  • The dynamics and different forms of resistance to change − and how to recognise and anticipate such resistance.
  • The differences (pros & cons) between top-down and bottom-up strategies; the impact of national/corporate culture
  • An overview of key organisational development tactics.

Post Program Activities

Each participating company will be offered an on-site presentation of a shortened version of the programme, tailored to the specific needs of the firm, and/or consultation regarding company – specific projects or initiatives.

The in-company visit will include a review of the individual plans prepared by the participants during the workshop and an in-depth discussion of how to incorporate the lessons learned in their day to day activities. Specifically this discussion will focus on:

  • Reviewing the current status of major change initiatives within the participants’ departments or companies
  • Helping workshop participants identify which of the Building Blocks to Managing Change may be missing, based on the prevalent emotional reactions within their teams or organisation
  • Reviewing options for addressing these shortfalls
  • Assisting the organisation identify further learning/development needs, and formulate a related comprehensive plan of action

The duration of the presentation/consultation will be 4 hours.


Subsidy, Attendance, and Cancellation Policy

HRDA Subsidy and Seminar Attendance

  • A company’s participant is eligible for subsidy when their Social Insurance and Industrial Training contributions have been settled in full by the time of registration/seminar. In case of ineligibility/disqualification, the company will be invoiced the full amount per participant.
  • A company’s participant is eligible for subsidy if he/she completes an obligatory attendance of 75% or more (both during seminar and company visit). In case of failure to complete the attendance, the company will be invoiced the full amount, per participant.

Cancellation and Substitution Policy

  • Cancellations can be accepted up to 5 working days prior to the seminar without penalties. For any cancellations received after the deadline (or no-shows) the company will be invoiced the full amount per participant.
  • Substitutions can be accepted any time prior to the seminar without penalties.

Approved By Human Resource Development Authority of Cyprus

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