Course Overview
Today's leaders are constantly being challenged to evolve their organisations or departments if they are to survive and prosper. Nowhere is this more apparent than in the public sector where, under pressure to demonstrate value for money and maximum efficiency, organisations are required to do more with less. Forced to modernise, leaders are increasingly looking to change programmes to streamline processes and modernise working practices.
Participants on this course will explore two different but equally important elements of the change process. Firstly it will help participants pinpoint specifically where change is necessary for their organisations and what the change process is expected to achieve. This information can then be used to develop a coherent strategy for change that includes clear and realistic goals to achieve these objectives.
Secondly, this course will address the most commonly cited reason for unsuccessful change efforts: a failure to secure the support of the workforce. Participants will learn how to construct a logical argument to explain the reasons for change, engage staff in the process and identify ‘change agents’ that people can turn to for support and guidance throughout the change process.
This course will also include a ‘change surgery’ which will focus on participants’ own efforts to instigate change in their organisations, making use of the Chair and fellow delegates’ experiences to develop an implementation plan to instigate upon their return to their workplace.
The Institute of Management and Leadership (ILM) has approved this training course. ILM combines years of research, knowledge and innovation to champion the leadership agenda for all and since 1947 they have carried out extensive research into the knowledge, skills, attitudes, behaviours and values of great leadership. Based on ILM’s core leadership values, this course meets the standard that enables learners who have completed to access the following benefits:
- Membership of ILM and will receipt of an ICPS/ ILM joint Certificate of achievement for the course
- Access to a raft of resources to help you with your continuing professional development, including an award-winning library of e-learning content
- A community of over 30,000 members worldwide enabling you to collaborate and grow your knowledge and skills
- Receipt of weekly news updates, podcasts and cutting-edge research and a monthly published journal and invitations to topical webinars
- Authorisation to use approved letters AMInstLM (Associate Member of The Institute of Leadership and Management) after your name for business correspondence
Topics Include
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Planning for change
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Diagnosing organisational culture
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Resistance to change and how to overcome it
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Change agents
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Engaging stakeholders
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Measuring the impact of change
Experts in the field will lead this training through interactive workshops, lectures and best practice case studies, fostering innovation, creative learning and networking amongst peers.
Learning Outcomes
By the end of this course delegates will be able to:
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identify where change is necessary for their organisations
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develop a change strategy including key milestones and outcomes
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communicate a convincing vision for change
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counter resistance to change
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develop monitoring and evaluation techniques to assess change effectiveness
Agenda
Day 1
Overview of the Week
Chairman's Welcome and delegates' introductions
The Strategic View of Change
Why Change?
Vision to Realisation
Understanding your own and others Thinking Styles
ROAMEF Model
Benefits of Strategic Planning
Communications
McKinsey's 7 S Model / Prosci Model / ADKAR / Lewin
Day 2
Key Stakeholders
Securing the support of senior management
Creating an environment of shared accountability and responsibility
Stakeholder Management Tools and Techniques
What is the prevailing culture of your organisation?
Characteristics of Organisations Culture
Blame!
Culture and Competing Values
Setting realistic goals
Reasons for Failure
Managing Resistance to Change
Day 3
Communicating a clear and coherent vision to change
The Change Curve - Kubler-Ross Change Curve
Creating an environment that embraces change
Agents for Change
The skill-set of the change agent
Co-ordinating the message
What makes a team
Elements of Good Teams
Group Exercise - Bad day Down Under
Effectiveness of Change / Change Management Effectiveness
Group Exercise
Day 4
The Programme and Project management cycle
Project Management methodologies
Tools and Techniques, Planning, Risk Management, Monitoring and Control, etc
Barclays Bank - Corporate Operational Change
NHS - Safe Haven - Innovative thinking / Small Change Big Impact
Day 5
Generic Overview and Principles
Structuring these two specific pieces of work to demonstrate all the CMI assessment criteria
Certificate presentation
Evaluation forms