Learn to Navigate Change

• through skills development
• put leadership into practice to successfully ensure change is innovative, not reactive
• lead your organisation to quickly adapt to new conditions
• change people, projects, and technology. 
  
  

Course Content

This course is split into nine lessons as follows:

Lesson 1: Scope and Nature of Change Management

• Change
• Maslow’s hierarchy of needs and change
• Common changes within business
• Specific types of change in business
• Tools for identifying if change is needed
• Ansoff’s matrix
• Boston matrix
• Pestle analysis
• An analytic approach change management

Lesson 2: Organisational Change Management (OCM)

• Introduction
• Goal setting
• The pillars of organisational change management
• The development of an OCM Strategy
• Types of organisational change management strategies
• Behavioural economics and behavioural science
• Framing
• Data collection

Lesson 3: Change models

• Forces for change
• Challenges
• 7 common change process models
• Kubler ross model
• Bridges transition model
• Nudge theory
• 7s model
• Lewin’s change model
• Kotter
• Adkar model

Lesson 4: Responses to change

• Introduction
• Science and shifting norms
• How does organisational change impact people?
• Resistance to change and employee doubts
• How to counter resistance to change
• Reverting back
• Responding to staff transparently

Lesson 5: Behavioural change in individuals

• Introduction to human behaviour change
• 3 steps in choosing a relevant approach
• Behaviour and the brain
• Stages of change model

Lesson 6: Techniques, interventions and approaches

• Behaviour change techniques
• Link the change technique to an intervention
• The staircase model: an example of persuasion
• Professional development as a behaviour change technique
• Planning for change: different approaches
• Data-driven change: analysis and re-analysis

Lesson 7: Sustainable change

• Why implementing sustainable change is important
• Approaches to sustainable change
• A model for sustainable change
• Installation vs implementation
• Neuroleadership
• Support systems
• Choice architecture

Lesson 8: Succession planning

• Prioritising succession planning
• Critical roles
• Approaches to succession planning
• Agile project management
• Business analysis as part of succession planning

Lesson 9: Problem Based Learning (PBL) Project 

Course Duration:  100 hours of self paced study.

Lesson Aims

• Define change and change management, including the types of changes that can occur.
• Learn how to plan, implement, and respond to change in organisations and workplaces. 
• Analyse a variety of change process models and review their potential outcomes. 
• Learn about human and organisational responses to change, including overcoming resistance to change. 
• Explain at an individual or personal level what underpins human behaviour change, what change does to the brain, and the basic science behind habit formation.
• Explore behaviour change techniques in the context of specific interventions, applied at the personal level, and discuss the use of analysis and reanalysis in implementing more effective change.
• Explain techniques to sustain change.
• Define succession planning and how it can minimise the impact of change on a workforce or business and lead to successful business outcomes. 
• Decide on appropriate change techniques and strategies needed for a specific organisation.

Ignore Change at Your Peril

Change is Inevitable; hence Responding to change is Essential
Two of out every three change initiatives may be likely to fail; but not responding can be even more disastrous. This may be because they are often made without proper forethought or based upon too much guesswork. Even with the best intentions behind the introduced or proposed change.  

By studying and thinking about change before it happens, you will be better prepared, and your management is likely to be much better, and yield more success than it would have otherwise.

What is needed for successful change is: 

• sound knowledge of the process of change, 
• structured implementation of change,  
  
•  an understanding the psychology of change,  
  
•  an awareness of all that might happen before it happens
  
•  contingency plans ready to apply in advance of being needed
  
•  a review of and follow up during and after the change process 

Otherwise, often the most well-intentioned plans are a complete waste of time, effort and