Manage Change Through Collaboration and Team Work
4.3 (1,219 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.
3,880 students enrolled

Manage Change Through Collaboration and Team Work

Change Management Success - How Collaboration Can Help When You Lead and Manage Change.
4.3 (1,219 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.
3,880 students enrolled
Created by Denise Fletcher
Last updated 8/2019
English
English, French [Auto], 5 more
  • German [Auto]
  • Italian [Auto]
  • Polish
  • Portuguese [Auto]
  • Spanish [Auto]
Current price: $59.99 Original price: $99.99 Discount: 40% off
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This course includes
  • 1.5 hours on-demand video
  • 2 articles
  • 10 downloadable resources
  • Full lifetime access
  • Access on mobile and TV
  • Assignments
  • Certificate of Completion
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What you'll learn
  • 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
Requirements
  • An open mind
  • A desire to learn and then take action
Description

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.

Who this course is for:
  • 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
Course content
Expand all 21 lectures 01:42:07
+ Introduction
1 lecture 03:11
This is the overview of the whole course explaining the roadmap for the programme. The course covers Change Theory Collaboration Skills of Collaboration Action - what action are students going to take after the course The introduction also highlights the learning objectives for the programme You will be able to appreciate the nature of change today and it's impact on individuals You will understand the difference between change follower and a chase chaser. You will be able to define what is meant by collaboration. You will be able to recognise the benefits of collaboration and change. You will be able to identify the skills of collaboration. You will know what you action you need to take to be better at collaboration. Finally Students are invited to interact and share their own stories
Preview 03:11
Personal Reflection
Change for You
2 questions
+ Change
7 lectures 37:36
Introduction to the theory of change and how technological advances means change is much more rapid today. Summarising that change has always been part of our lives from birth to death but now we need to be more prepared as changes are coming much quicker.
Preview 05:44
This lecture explains the emotional response to change curve and why we find change difficult and emotional. By the end of the lecture students will understand the natural stages people go through when a change happens including shock, anger, denial, resistance, depression,acceptance and moving-on.
The Emotional Response to Change
10:50
This lecture includes more advanced notes about the Emotional Response to Change looking at each of the stages. There is also a link to the Kubler Ross Model which the Change Curve theory was developed from.
Additional Notes - The Emotional Response to Change
03:22

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.

Preview 01:46
This lecture helps students understand the traits of Change Avoiders more fully. Also acknowledging that we can all be a Change Avoider at times
Change Avoiders
04:51
This lecture is all about being a positive change chaser. By the end of the lecture students will have an understanding of the behaviours and traits of change chasers. This lecture also looks at famous people who show these change chaser traits. Finally students will be asked to reflect on what they need to do to be more of a change chaser.
Become a Change Chaser
08:52

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.

Reflection: Change Avoider or Change Chaser? What are You?
02:11

This quiz checks the understanding of change and the emotions people feel during change

Change
6 questions
+ Collaboration
2 lectures 06:59
This lecture defines "Collaboration". And how collaboration is different to team working.
What is Collaboration?
03:16
This lecture examines why collaboration can really benefit the implementation of change and why people, teams and organisations should collaborate. Collaboration can not only help change be implemented but also is good for the emotional welfare of individuals and teams.
Why does Collaboration help Change?
03:43

A quiz to check understanding of the definition of collaboratio

Collaboration
2 questions
+ The Skills of Collaboration
3 lectures 16:31

This exercise precedes the lecture on skills so that students can reflect about the skills of collaboration. This helps the student to really embed what collaboration is and think about what's involved.

Reflection: What Skills Do You Need To Collaborate?
01:10
This lecture explores the skills of collaboration and highlights how collaboration is much more than just team work.
The skills of Collaboration
06:34

This exercise gives students a chance to assess their skills of Collaboration with a view to creating a plan of action to develop after the course.

Reflection: Assess Your Skills of Collaboration
08:47

This quiz checks understanding of the skills of collaboratio

Skills of Collaboration
4 questions
+ Additional Change Management Material
6 lectures 33:49

Dr Bruce Tuckman published his Forming Storming Norming Performing model in 1965. He added a fifth stage, Adjourning, in the 1970s. This model helps explain how teams develop and can be useful for leaders to know during times of change or implementing new projects.

Tuckman's Team Development Model
04:24

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

  • Implementer
  • Coordinator
  • Shaper
  • Plant
  • Resource Investigator
  • Team Worker
  • Monitor Evaluator
  • Completer Finisher

Belbin's Theory of Team Types
06:49

So difficult to have perfect people but is it possible to have a perfect team -Belbin thought so as long as there was "balance". So does your team have balance?

And what are the reasons for using Belbin's Team Roles?

Belbin's Team Roles in YOUR Team
08:16

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. 


Kotter's Theory of Change
04:06

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.


Knoster's Complex Change Theory
04:18

Communication during change is often criticised. Here are some tips for communicating change effectively.

Tips for Communicating Change
05:56
+ Conclusion
2 lectures 04:00
This lecture is about reviewing the objectives and evaluating learning so that students are clear about what they are going to do after the course.
Conclusion and ACTION
01:41