Changeability - Managing and Leading Constant Change
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Changeability - Managing and Leading Constant Change

Develop your ability to recognise when you need to instigate a change, how to best manage and communicate the change
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0.0 (0 ratings)
Course Ratings are calculated from individual students’ ratings and a variety of other signals, like age of rating and reliability, to ensure that they reflect course quality fairly and accurately.
0 students enrolled
Created by Laura McHarrie
Published 7/2020
English
English [Auto]
Current price: $48.99 Original price: $69.99 Discount: 30% off
5 hours left at this price!
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This course includes
  • 1.5 hours on-demand video
  • 11 downloadable resources
  • Full lifetime access
  • Access on mobile and TV
  • Certificate of Completion
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What you'll learn
  • How to communicate change, motivate and overcome resistance, through understanding change models and completing relevant exercises
Requirements
  • Delegates need to have time to apply the change models we work through to their own leadership roles. They may find a group of trusted advisors externally, within their organisations or within the discussion vehicles.
Description

When we want to effect a change, we need to bear in mind the complexity of what we are facing. Changeability looks at personal and project management, communication and effective leadership skills.

There are a lot of change models. I have chosen nine of my favourites that I hope you will find as useful as I have. They are:

  1. Burke & Litwin’s Drivers for Change

  2. PESTEL Analysis

  3. The POWER SWOT

  4. Business Model Canvas

  5. Greiner's Growth Curve

  6. Kubler Ross Change Curve

  7. Gleicher's Change formula

  8. Vroom’s Expectancy Theory

  9. And the ADKAR Change Model


More importantly, I have created some tools that will help you to apply the theory to your own experience.  Each session comes in three parts to make it easy for you to return to a particular section at a later date.

  • The introduction includes the downloadable templates

  • The theoretical change model described along with how to apply the tool.

  • A relevant example, story, case study and links to additional learning resources

Like all learning, the more we apply, practice and reflect on the content, the more powerful the results.

As we go through, you may find you have questions. Either message me directly or post a question in the group forum. I love it when we get to learn from our peers don’t you?


Who this course is for:
  • Millennials, entrepreneurs and business leaders
Course content
Expand all 27 lectures 01:18:53
+ Burke & Litwins Drivers for Change
3 lectures 09:46

At the end of this session, we will have:

  1. Recognised Burke & Litwin’s Drivers for Change Framework

  2. Considered the areas of weakness in our business model for priority attention

  3. Planned a series of sessions to work through our business growth strategy each one focussing on an area for improvement, growth and/or change

Please go to downloadable materials to access the Burke & Litwin's Drivers for Change templates now.

Preview 01:22

This video explores Burke & Litwin’s Drivers for Change model as a framework for conducting our annual business appraisal. Reviewing our business strategy and model on a regular basis ensures we take into account the impact of all aspects of external change. This is the starting point. The successful business adapts its mission, leadership, and culture to meet the needs in the trading environment. This impacts the operational aspect which ultimately influences motivation performance and productivity.

Preview 06:26

Burke & Litwin's model in action

Burke and Litwins Drivers for Change case study
01:58
+ PESTEL Analysis
3 lectures 09:54

At the end of this session we will have:

  1. Recognised the purpose of a PESTEL Analysis

  2. Critically ranked insights according to the likelihood of it happening and the impact it would have on our business operations

  3. Determined what strategies and resources we need, to maximise the benefits or minimise the harm.

Introduction to PESTEL Analysis
01:05

The PESTEL Analysis spidergram is a really useful tool when we need to consider the major external factors that impact our business operations and therefore they should influence our business decision-making and resulting strategies. There are six factors that are outside of our control they have been labeled: Political, Economic, Sociology, Technology, Environmental and Legal issues.

PESTEL Analysis Theory & Application
05:32

The PESTEL Analysis in action

Uber PESTEL example
03:17
+ POWER SWOT
3 lectures 07:14

At the end of this session, we will have:

1. Brainstormed the Strengths, Weaknesses, Opportunities, and Threats with a group of internal and external supporters of our company

2. Sorted the observations, and reduced them to the top 3 or 4 priorities

3. Translated the priorities into assertive, reversal, proactive and survival strategies 

Please go to downloadable materials to access the POWER SWOT templates now.

POWER SWOT Introductions
01:17

Many will have come across the SWOT analysis tool. It’s simplicity also has its downside. It has been so overused that often people stop thinking beyond their strengths and weaknesses. We often don’t explore the real opportunities and the real threats that are out there, and therefore oftentimes we fail to consider the specific strategies we need to put into place.  The purpose of the Power SWOT template is to take us beyond the analysis stage to forming some strategic actions.

POWER SWOT Theory & Application
04:30

POWER SWOT in action

Dorset Women Go Digital example
01:27
+ Business Model Canvas
3 lectures 08:18

At the end of this session, we will have:

1. Recognised the nine elements in the Business Model Canvas

2. Gathered our trusted advisers to identify the business reality within each of the nine areas of consideration.

3. Mapped each aspect of the business in terms of how each interacts with the others to ensure a seamless approach to operational delivery

Please go to downloadable materials to access the Business Model Canvas templates now.

Introduction to the Business Model Canvas
00:53

Osterwalder and Pigneur designed a one-page plan for business modeling. The intention of this approach is to help us create or review our current model of working. It is based around nine building blocks, which are the backbone of every business: Customer segments, Business Proposition, Delivery Channels, Customer Relationships, Revenue streams, Key resources, Key activities, Key partnerships, and Cost Structure.

Business Model Canvas Theory & Application
04:51

Business Model Canvas in Action

The Lego case study
02:34
+ Greiner's Growth Curve
3 lectures 09:41

At the end of this session, we will have worked through Greiner's model and translate the learning onto a Five-phase Business Plan template in relation to our operational skills and staffing requirements.

At the end of this session, we will have:

  1. Considered our position on the growth curve and the difficulties that we have already encountered

  2. Compiled a visual description of what the next 5 levels of growth will look like for the business.

  3. Considered the physical and human resources we will need to accrue to ensure each level is successfully attained and the cost of those resources

Please go to downloadable materials to access the Greiner's Growth Curve templates now.

Greiner's Growth Curve Introduction
01:24

Greiner’s model of growth lists six phases. It also illustrates what root problems are likely to occur at the end of each phase. A phase can be any length of time depending on how you quickly you overcome the problems as they arise. These crises, as Greiner describes them, occur when changes in the business structure, its leadership, and management of core activities haven’t been implemented as the business has grown.

Greiner's Growth Curve Theory & Application
06:35

Five Phase Business Plan in action

AsOne theatre Five Phase Business Plan
01:42
+ Kubler-Ross Change Curve
3 lectures 08:08

At the end of this session, we will have:

1. Considered the six stages in the change curve

2. Recognised the activities that we can implement to ease the transition

3. Planned how we can implement the various activities and who in our business will be responsible for the implementation.

Please go to downloadable materials to access the Kubler-Ross Curve templates now.

Kubler-Ross Change Curve Introduction
00:59

There are many incremental changes that occur in your business, most of which will be accepted by your stakeholders without too much drama. However, from time to time there will be changes that you need to implement that will shake them to the core.  In this video, we look at Kubler-Ross’ change curve to help us get the internal communication right.

Preview 05:03

Kubler-Ross Change Curve in Action

Media Lounge case study
02:06
+ Gleicher's Change Formula
3 lectures 08:42

At the end of this session we will have:

1. Identified the way things are in relation to the proposed change and in relation to individuals or groups of people.

2. Created a clear image or vision of what it could look like from the position of the individual or group. The vision may look different for different groups of people.

3. Recognised what needs to happen first. Quick wins are really useful to get commitment and continued motivation.

Please go to downloadable materials to access the Gleicher Change Formula templates now.

Gleicher's Change Formula Introduction
01:11

The formula for change was created by David Gleicher in the 1960s and refined by Kathie Dannemiller in the 1980s. This formula provides a model to assess the relative strengths affecting the likely success of organisational change. More importantly, it gives managers a great framework for communicating the benefits of change

Gleicher's Change Formula Theory & Application
04:16

Gleicher's Change Formula in action

Excel Clothing Case Study
03:15
+ Vroom's Expectancy Theory
3 lectures 07:18

At the end of this session we will have:

1. Considered the performance cycle and how we as owners/managers recognise and reward our employees

2. Calculated a perceived motivational value on staff rewards

3. Asked staff to rate on a scale of 0 – 5 with 0 being low and 5 being high each of their key activities in each of the three areas of expectancy.

4. Used staffs calculation as background information to explore the impact of or need for change

Please go to downloadable materials to access Vroom's templates now.

Vrooms Expectancy Theory Introduction
01:07

Victor Vroom’s Expectancy Theory implies that people change their level of effort according to the value they place on the rewards they receive from the effort and how much effort is required to achieve the reward. This model is useful when we are measuring productivity before, during, and after change.

Vroom's Expectancy Theory & Application
04:06

Vroom's Expectancy Theory in Action

Vrooms Expectancy theory example
02:05
+ ADKAR Change Model
3 lectures 09:52

At the end of this session we will have:

1. Recognised the two dimensions in relation to successful change

2. Used the five levers for change to identify gaps in your plans for effective change, and consider other tools that might help you bridge those gaps

3.  Created a checklist for change in relation to your business needs, specifically around teams and the resources they need to effect change, then the knowledge and abilities they will need to effect change.

Please go to downloadable materials to access the ADKAR change model templates now.

Introduction to the ADKAR Change Model
00:59

The ADKAR model was created by Jeff Hiatt, the founder of the change management consultancy, Prosci. It is based on the importance of change adoption at the individual level. It is a great model that summarises what needs to be considered at the start of any change project, then throughout to post-project. In this video, we explore the ADKAR Model of change and consider Prosci’s 5 levers as a framework for implementation.

ADKAR Change Model Theory & Application
07:14

ADKAR Change in Action

ADKAR Change Model Testimonial
01:39