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Applied Change Tools: Friction to Flow
New
1 students

Applied Change Tools: Friction to Flow

A Decision System for Change: Read the Evidence. Choose the Lens. Make the Right Move.
Created byRichard Flores-Moore
Last updated 10/2026
English

What you'll learn

  • Diagnose change friction using practical tools to identify root causes, stakeholder concerns and barriers to delivery.
  • Select the right diagnostic lens by asking what you are actually trying to understand before choosing an intervention.
  • Use evidence to distinguish symptoms from underlying causes and form practical working hypotheses about what is blocking progress.
  • Match interventions to the diagnosis and review whether the action taken has actually improved the change situation.
  • Use the Change Diagnostic Map both during delivery and prospectively to identify likely readiness gaps before mobilisation.
  • Complete the course and earn a Udemy Certificate of Completion demonstrating your applied change-management learning.

Course content

5 sections • 12 lectures • 1h 12m total length

  • Lecture 1 Stop Guessing and Diagnose the Change3:48
  • Lecture 2 The Change Diagnostic Map5:49

Requirements

  • No formal change-management qualification is required.
  • No prior knowledge of the models used in the course is necessary.
  • A willingness to apply the tools to real change situations will help you get the most from the course.

Description

This course contains the use of artificial intelligence.

AI is used for presentation purposes, including avatar-based video delivery and supporting visuals.


Change often becomes difficult before we fully understand why.

A team appears resistant, so we communicate more. Adoption is slow, so we arrange more training.

Delivery loses momentum, so we add tighter governance, more reporting or more meetings.

Sometimes those interventions help. Sometimes they simply add more activity.

Applied Change Tools: Friction to Flow is built around a different discipline:

Do not start with the solution. Start by understanding the problem.

This course introduces a practical Change Diagnostic Map that helps you decide what you are actually trying to understand before choosing an intervention.

You will work with eight established tools and models:

Gap Analysis, SWOT, Force Field Analysis, the Change Formula, ADKAR, Tuckman, Lewin and Kotter.

The aim is not to memorise management theory or force every situation into a single methodology. Each tool is used as a diagnostic lens for a different question.

You will learn how to:

identify what is actually changing; understand the landscape around the change; recognise forces helping or restraining movement; identify missing change ingredients; diagnose individual adoption issues; interpret team dynamics; understand where the organisation is in the change journey; and examine whether the wider programme is creating the conditions for change.

Throughout the course, simple examples are combined with anonymised practitioner examples drawn from finance transformation, ERP, data, integration and systems-led change.

The recurring method is:

Observe → Contextualise → Diagnose → Select → Intervene → Review

By the end of the course, you will have more than a collection of models. You will have a practical way to move from visible friction to an evidence-based working hypothesis and then to an intervention that fits the problem you have identified.

The course also includes a downloadable Change Diagnostic Map, Course Companion, Change Diagnostic Guide & Notebook, and an Excel Change Diagnostic Toolkit with a summary dashboard.

The course is designed for practitioners who want a structured, practical and repeatable way to understand change before acting on it.

Who this course is for:

  • Project and programme managers working in transformation or business change.
  • Change managers and transformation professionals who want a more practical diagnostic structure.
  • Finance, ERP, data and technology professionals involved in organisational change.
  • Team leads and functional managers dealing with adoption, resistance, delivery friction or stakeholder alignment.
  • Consultants and practitioners who want a reusable way to decide which change tool to use and what intervention may fit the evidence.

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