change management

In the modern market economy, we have to deal with rapid change. They cover both the external environment of the organization (including ever-increasing competition, changing requirements and expectations of customers, technology development or mergers and acquisitions), as well as the interior of the same organization (internal restructuring, business development and management vision).

In order to effectively support international companies on their way to make changes we have prepared a special training addressed to the change leaders, who are responsible for the implementation of the changes in the organization. Training will prepare them and will help in the process of change.

Explain the specifics of the processes associated with implementing the change. The Leaders will learn how to systematically identify, plan and carry out changes in co-operation with colleagues, often with their massive opposition. In further the training shall enable them to learn the basic principles and methods of modification of the organization. The training will help them to indicate potential collaborators and likely response to the proposed change and learn how to eliminate the negative effects of initiating and making changes, including changes in reaction recipients.

 shift happens


BENEFITS OF CHANGE MANAGEMENT TRAINING

The aim of the Training “Change Management in the Multicultural Context is to show how to make changes in the company and how to participate in the process of their implementation. Due to the theory of human behaviour any change involves two conflicting feelings: fear and hope, and the ratio of workers to changes can range from ardent support to overt hostility. This diversity of reaction is the reaction to the fact that the changes may involve both: the benefits and facilities, as well as nuisance, annoyance, inconvenience and loss. Therefore, based on the pre training audit, we agreed that the primary goal of the change management training will be the following factors:

  • Understanding the changes
  • Role of the leader and self-management in the change
  • Leading others through change
  • Communication in the process of implementation,
  • Organisation and conduct of meetings about the change implementation for the Polish-German team

In addition to the information above the main point is the motivation and inspiration to implement change, to show them the necessary skills and gain their “first” practical experience during training and team simulation.

change ahead


COURSE CONTENT

Below are possible training modules. The detailed training program will be presented after the consultation and after identifying the needs and expectations of the participants.

MODULE I        CHANGE IN THE ORGANIZATION

  • Psychology of change – change as an opportunity or necessity?
  • Stereotypes about changes
  • Preparing for changes
  • Typology of human behavior based on Jung’s model and its  importance for the effectiveness of the changes

MODULE II       PROCESS OF CHANGE IN THE ORGANISATION

  • The types of change in the organization
  • Internal and external factors forcing change.
  • The importance and impact of the changes on the activities of  the organization and its employees
  • Stages of running change
  • Phases in the process of change.

MODULE III LEADER IN THE CHANGE

  • Self-management to change
  • Own beliefs about the changes and their impact on employee responses. The importance of the self-motivation in the process of change.
  • Selection of tools and techniques to manage change.
  • How to be a leader in every situation? Difficult situations during the change and how to deal with them.
  • “Between a rock and a hard place,” the role of the leader in the change in relation to superiors.

MODULE IV BEHAVIOUR OF WORKERS IN THE CHANGE

  • “Who moved my cheese? ” or what can we learn from the mouse operating very effectively in the face of change?
  • The steps to respond to changing and types of resistance to change
  • Overcoming the reluctance of workers to change
  • Involving employees in the change process
  • Leader in an extreme situation – how to deal with conflict, attacks on the leader and the destabilization of the team.
  • Creative ways to use the crisis.

MODULE V EFFECTIVE COMMUNICATION IN THE CHANGE

  • Persuasive Communication to accomplish goals and attract allies in the process of change.
  • How to use their own strengths to minimise the adverse reaction to the change?
  • How to conduct meetings on the implementation of the changes effectively?
  • Cultural differences between two or more cultures in the approach  to change, the conflict and the role of the leader. Dealing with potential problems in setting new priorities, time standards and critical thresholds in bi-cultural teams
  • Group troubleshooting
  • Principles of screening of staff when implementing changes.

OUR METHODS

We adapted the Kolb’s learning styles to experimental learning and developed the Change Management Programme based on the Learning Cycle’ . It provides a helpful simple diagram of the process of experiential learning, which is broadly: DO – REVIEW – DEVELOP – IMPLEMENT

learning diagram

Having developed the model over many years prior, David Kolb published his learning styles model in 1984. The model gave rise to related terms such as Kolb’s experiential learning theory (ELT), and Kolb’s learning styles inventory (LSI). In his publications – notably his 1984 book ‘Experiential Learning: Experience As The Source Of Learning And Development’ Kolb acknowledges the early work on experiential learning by others in the 1900’s, including Rogers, Jung, and Piaget.

 

 

 


REQUEST A PROPOSAL

We would be happy to talk with you about your department or organization’s needs and possible solutions. Please us for further information about what the intercultural can do to assist you.

www.interkultura-consult.com