Managers at all levels have to be able to introduce, lead and manage change to ensure the organisational objectives of change are met.
All organisations are in flux: changing their focus, expanding or contracting their activities and rethinking their products and services. Most organisations more than ten years old look nothing like they did even five years ago and it is likely that in the next few years organisations will not look as they do today. In this context managers at all levels have to be able to introduce, lead and manage change to ensure the organisational objectives of change are met and they have to ensure that they gain the commitment of their people, both before, during and after implementation. Often, at the same time, they also have to ensure that it’s ‘business as usual’.
- List the causes of resistance to Change
- State the Eight Steps of an effective Change process
- Explain the difference between Change and Transition
- Describe the role the Leader plays in achieving successful Change
- The Types of Change – Evolution or Revolution
- Why do people resist change?
- ‘With them’ or ‘to them’?
- Establishing the need for change
- Kotter’s Eight Steps for effective change
- The emotional response to change
- Using the ‘early adopters’
- The difference between change and transition
- The role of the leader in driving behavioural change
The different types of change
- The difference between evolution and revolution
- Understanding and overcoming resistance
The need for change
- Beckhard and Harris Change Model
- The 8 Stages of Change – outlined in ‘Our Iceberg is Melting: Changing and Succeeding Under Any Conditions’ by John Kotter
- The emotional response to change – understanding where you ‘are’ and where your people ‘are’
- Using the Early Adopters (outlined in the Diffusion of Innovation model)
Change and Transition
- Outlined in ‘Managing Transitions: Making the Most of the Change’ BY William Bridges
- The role played by leadership behaviour in embedding change