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Leading Change : Proposed Course outline


  • Purpose: To develop the capacity of managers to lead change processes and maximise the potential for successful change implementation. 
  • Aimed at: Managers at any level who are responsible for implementing change projects, programs and initiatives. 
    Program Aim:The program is designed to increase the understanding of the change process by managers and to provide them with practical knowledge, skills and strategies for leading change in their areas.
  • Its aim to is provide a thorough understanding of the managers’ role in the ‘change management’ process.

Program Description:
The program combines
Didactic and Action Learning approaches. The first day provides participants with information and practical skills development, then asks them to apply their learning in their work context.  
The second half-day will be used to reflect on what actually happened when they applied the learning. This should take place no less than two weeks and no more than a month after the first session. Although the second half day is optional, it is highly recommended as a way of reinforcing the learning.
Day 1

The Change Lifecycle 1 hour
• Diagnostic (including change readiness) and Preparation
• Implementation or Transition
• Post-Implementation

The Change Process 2 hours.
This component will provide a description of the most common aspects of the change process including: 
• The basics: leadership, communication, engagement and psychological support
• The role of managers
• The role of change managers

Working with change 1 hour
• The mechanics of change: the project plan, the change plan
• The people: change champions, enablers, resisters, blockers
• Working with change managers

The Psychological aspects of change 2 hours
• Anxiety and Grief
• Conflict and Bullying
C
hange resistance 1 hour
• Strategies for addressing resistance to change

Day 2 (Optional) 4 hours

Half a day allocated to reflecting on the learning. Using real examples from their experience in having applied the knowledge and skills learned on day one, participants will be asked to share their experience, noting what worked well, what did not work and explore why and what gaps they found in their knowledge/skills.

They will also have the opportunity to discuss strategies for addressing those gaps.


Course Development Process: 

Prior to finalising the course outline and contents, it is better if consultations are held about the skill needs and learning priorities of the participants.

Ana will then further refine the course to suit the specific needs and context of the organisation.

Consultation time:  Up to 2 days
Preparation time: Up to 3 days
Delivery time:  1.5 days 

Cost

By ensuring the course is tailored to the specific needs of your organization, the initial investment in course development will provide significant returns. Tailoring will mean fewer knowledge gaps to that of an ‘off the shelf’ approach, and ensures that the language, pitch and priorities delivered in the course are closely aligned to your organisation. Once developed, the course can be delivered repeatedly for just the delivery cost.

Ana Da Silva is a skilled facilitator who combines her experience as a trainer and qualified action learning facilitator and organization development practitioner with her experience as a change manager to bring a course that will be an invaluable addition to the manager’s tool kit.