Manage Change Through Collaboration and Team Work
- 1.5 hours on-demand video
- 2 articles
- 10 downloadable resources
- Full lifetime access
- Access on mobile and TV
- Certificate of Completion
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- Appreciate the nature of change today and its impact on people
- Distinguish the difference between change avoiders and chase chasers and their impact on change projects
- Understand the Emotional Change Curve
- Recognise the benefits of collaboration and change projects
- Describe what is meant by collaboration
- Identify the skills of collaboration
- Formulate a plan of action to be better at collaboration
- An open mind
- A desire to learn and then take action
Are you due to implement a change at work and want to get it right?
Have you ever tried to implement a change in your team to then be faced with objections and negativity?
Have you ever been part of a change at work and it was managed badly from start to finish?
Despite the fact we spend all our lives changing and learning, many of us never really enjoy change. Change can be difficult. Technological advances now mean that we have even more change to contend with, not just in our personal lives but also at work. If you are a manager or team leader implementing changes at work then you are faced with not only coping with your own feelings about change but also those of your colleagues and team members.
Because of my own personal experiences of change but also implementing change projects in organisations I decided to create a course covering the fundamentals of understanding change, focusing in particular on the people side of change.
This course helps managers and individuals get to grips with understanding the emotional impact of change and how people can make or break a change process. In addition the course will help you to understand why people respond to change differently – some getting on board with the change project straight away whilst others digging their heels in not wanting to change.
This is a short course giving you the “nitty-gritty of just what you need”, including useful tips and information so that you are ready for action with your next change project.
In many ways this short course is the only course you will need to understand and implement change. With every change project you work on you will build experience on top of this foundation of knowledge.
What students say about this course
“Enjoyed this course - very good recap of some basic change must-knows delivered in a friendly, positive way.” (Ian)
“Excellent course. Especially enjoyed the section on change avoiders and change chasers. Thanks !” (Varun)
“I got strong realisation towards my own experiences and emotional response to any change in work or personal life. Very useful indication on anatomy of change, team collaboration skills and things to consider when rolling out complex changes.” (Sandeep)
The course is made up of short videos, exercises and downloadable handouts. In addition to this you have access to me via messages and discussions. Once you joined the course, you will get all updates and new lectures free of charge in addition to supplementary material. There is also a 30 day money back guarantee if you are not happy.
- Managers and Team Leaders
- Potential and New Managers
- People who want to understand the people side of change projects
- People who want to understand how collaboration can help change
This exercise helps students reflect about their own emotional responses to change and how understanding this can help them with future changes. The purpose of the exercise is so that students can tap into their own emotions so they understand the stages that people go through during change.
This exercise helps students to reflect about whether they are "Change Avoiders" or whether they are "Change Chasers". Also the exercise asks the student to think about what could they do to be more of a "Change Chaser". This exercise can help students to think about what action they can take after the course.
Belbin first began studying teams at Henley Management College in the 1970s.
Belbin created scenarios / simulations and tested them out time and time again with various teams. Initially he believed that if you put high intellect people together that they would be more successful. But he discovered that this wasn’t the case and that people had different skills / strengths. And intellect wasn’t really a feature.
The most successful companies
tended to be those with a mix of different people, i.e. those with a range of
different behaviours. In fact, eight separate
clusters of behaviour turned out to be distinctive and useful, with the balance
required dependent on the purpose and objectives of the team.
This lecture looks at the types and team members Belbin recognised
- Resource Investigator
- Team Worker
- Monitor Evaluator
- Completer Finisher
John Kotter’s book, ‘The Heart of Change’ (2002), presents a model for understanding and managing change. Each stage acknowledges a key principle relating to people' s response and approach to change, in which people see, feel and then change. The model is based on research which shows that there are eight critical steps an organisation or team needs to go through to ensure that change happens and sticks. This video quickly summarises the main steps.
Knoster argues that enduring organizational change requires the presence of these five elements: vision, skills, incentives, resources, and a plan:
Part of the power of this model is that - in addition to identifying elements that must be present for successful change management it also highlights specific emotional outcomes for your team when any one element is missing. This lecture explores the model.