Managing Change Bridging the Gap between Knowing and Doing Completed

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

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.