Managing Organizational Change: From Resistance To Results

Considering the human side of change

What you'll learn

Manage changes in the organization day-to-day life.

Understand how people react to change and why.

Maximize stakeholder engagement in the change process.

Create a sense of urgency.

Assess organizational culture and its impact on change.

Communicate the change more effectively.

Manage resistances.

Know good practices in change management.

Manage risks in projects.

Requirements

There are no entry requirements.

Description

Organizational change is a constant in today’s business environment, driven by the need for companies to stay competitive. This has led to new strategies, process redesigns, technology adoption, and even major restructuring through mergers and acquisitions.These movements that originated from crises, changes in consumer habits and the entry of new competitors all have one characteristic in common: they touch people at their core, that is, they affect the way things have always been done by taking everyone out of their comfort zone.To keep a company competitive, organizational transformation is essential, but we must also focus on how to implement these changes effectively. This requires considering people's perspectives because delivering a project on time and within budget is meaningless if the end product is not adopted by its users.Ignoring the human factor can lead to failure, as shown in a PMI® survey where over 75% of project office implementation failures were due to unaddressed cultural issues and employee resistance. This highlights the critical importance of considering company culture during organizational changes. Another alarming statistic shows that 86% of project failures were caused by poor communication regarding how the project would impact the daily lives of those involved.And in this course we will introduce you to some of the best practices and tools so that you can manage a change process in a way that minimizes the risks of failure.But don't expect to receive a foolproof recipe to implement a change, since that recipe doesn't exist! Your change plan needs to be built from the environment in which the change will be implemented. After all, each project is unique, affecting unique people at different times and in business cultures in a variety of ways.Shall we start?

Overview

Section 1: INTRODUCTION

Lecture 1 Course Opening

Lecture 2 What is change?

Lecture 3 Strategic change plan

Lecture 4 Tool: Strategic change plan

Section 2: INITIAL CONCEPTS

Lecture 5 Opening

Lecture 6 What is organizational change management?

Lecture 7 Unfreeze - Change - Refreeze

Lecture 8 Let's Practice: Process Map

Lecture 9 Project management or change management?

Lecture 10 Types of changes

Lecture 11 Change levels

Lecture 12 The origin of change

Lecture 13 The origins of resistance

Lecture 14 Let's Practice: Resistance Checklist

Section 3: PSYCHOLOGY OF CHANGE

Lecture 15 Opening

Lecture 16 Why do people change?

Lecture 17 The change curve

Lecture 18 Satir's model of change

Lecture 19 Overwhelming fears

Lecture 20 Let’s Practice: Exploring the Maturity Map for Coping with Loss

Section 4: CREATING THE CHANGE VISION

Lecture 21 Opening

Lecture 22 The Sponsor and Steering Committee

Lecture 23 Creating the urgency

Lecture 24 SWOT Analysis

Lecture 25 Let's practice: SWOT

Lecture 26 What is Vision

Lecture 27 Let's Practice: Creating the Vision

Section 5: ENGAGING STAKEHOLDERS

Lecture 28 Opening

Lecture 29 Main stakeholders

Lecture 30 Mapping and ranking key stakeholders

Lecture 31 Let's Practice: Stakeholder Map

Lecture 32 Let's Practice: RACI Matrix

Lecture 33 Learning

Section 6: ASSESSING ORGANIZATIONAL CULTURE

Lecture 34 Opening

Lecture 35 Organizational Culture

Lecture 36 The Five Culture Dimensions

Lecture 37 Let's Practice: Organizational Culture Map

Lecture 38 Organizational Impacts

Lecture 39 Let's Practice: Organizational Impact Map

Section 7: COMMUNICATING THE CHANGE

Lecture 40 Opening

Lecture 41 Components of Communication

Lecture 42 Stakeholder Communication Management

Lecture 43 Communicating the change

Lecture 44 Let's Practice: Communication Map

Lecture 45 Senders and receivers

Lecture 46 Active listening

Lecture 47 Tips for Experiencing Nonviolent Communication

Lecture 48 Answer what they're asking you

Section 8: SOME MODELS

Lecture 49 Opening

Lecture 50 ADKAR Model

Lecture 51 Kotter's Eight Steps Model

Lecture 52 HCMBOK

Section 9: [EXTRA] RISK MANAGEMENT IN PROJECTS

Lecture 53 Opening

Lecture 54 Risk, problem, uncertainty and impact

Lecture 55 Risk psychology

Lecture 56 Decision theory and utility theory

Lecture 57 Tolerance, appetite and limit

Lecture 58 Case Study

Project managers who want to understand how change management can support the success of their project.,Employees who will play the role of change agents.,Business leaders who want to understand the role of a sponsor.,HR professionals involved in change projects.,Anyone involved in organizational change initiatives (procedural, cultural, operational, etc.)