Becoming an Advocate for change

Duration: 1 Day

Programme overview

Organisational Change at a strategic level is a necessary consequence for every organisation that strives to re-position itself in its chosen market. The introduction of new systems, processes, procedures or working practices, or newly appointed senior management levels to an organisations structure will potentially result in temporary confusion and disengagement. This “change” at best could be described as ‘challenging and full of opportunity’. At worst it could be perceived as a personal attack on the status quo and change just for the sake of it.

In order to fully capitalise on this opportunity and profit from the inevitable changing environment, it is imperative that all who are affected take personal control and be given the opportunity to support and shape this change. Should those who are most affected not be given this opportunity, then there is a very real risk of individuals feeling that they are the victim of circumstance with no power or ability to influence their destiny.

Corporate change which is prescribed, rather than created is the most common catalyst for organisational conflict, adverse political posturing, mistrust and a strong sense of disengagement from otherwise loyal and committed personnel. It is therefore both prudent and commercially sensible to equip those individuals most likely to be at risk of disengagement, with the knowledge, skills and appropriate behaviours to manage this transition effectively. These knowledge, skills and behavioural transfers need to go hand in hand with the organisations authentic commitment to empowering individuals to be part of the change and not the casualty of it.

Learning Outcomes

By the end of this workshop, delegates will be able to:

  • Discuss, analyse and consider the consequences, including threats and opportunities of a real change initiative occurring in their organisation
  • Demonstrate a clear and competent understanding of 3 key change models in the context of application in their workplace
  • Develop a workable strategy that will provide a road map for successfully managing this transition within the limits and boundaries of personal accountability

Organisational Impact

  • The organisation will experience positive impact through:
  •  Key personnel becoming advocates and champions of prescribed change
  • Key personnel developing a set of shared values & common aims in respect to the execution and implementation of change
  • Engagement and authentic commitment from a far wider pool of internal stakeholders

Personal Impact

  • The individual will experience positive impact through:
  •  A sense of empowerment and influential attachment to the change
  • Developing a unique, personal change strategy that will support and compliment the new corporate direction
  • Living their life and being in control as opposed to being lived by their life and feeling powerless.

Who is the course for

The workshop will reflect on and apply many tools, models and concepts which are critical to the successful implementation of change strategies. Delegates will be encouraged to commit to a personal change strategy that is exclusive to their particular situation at present. Delegates will be required to undertake a pre-workshop exercise and submit this back to our facilitator prior to the workshop.

Schedule

Philosophy to Policy, Policy to Practice

The workshop will reflect on and apply many tools, models and concepts which are critical to the successful implementation of change strategies. Delegates will be encouraged to commit to a personal change strategy that is exclusive to their particular situation at present. Delegates will be required to undertake a pre-workshop exercise and submit this back to our facilitator prior to the workshop.

Change Tools

During the workshop, we propose to bring the theories and concepts to life through practical exploration of current or recent scenarios. Focus will be concentrated on business change issues, with the goal of translating the theory into a more pragmatic arena where delegates can easily identify the actions that they need to take in order to manage the potential challenging consequences of change. We will explore elements of the work of John Kotter and potentially other notable experts in the field of organisational and cultural change. We will discover why transformation efforts very often fail in organisations and we will emphasise the key actions needed to be taken to minimise the real potential for change failure.

Models

  •  The Transition Curve – A model to embed change
  • The BECKS Model of Behavioural Performance.
  • The 3 Phase – 7 Stage Model for Change Implementation

Practical Implementation

  • Developing a Personal Change Strategy
  • Gain clarity on the reality of current changes
  • Identify personal strengths and permissible weaknesses in change management

Trainer Profile