"Change is the only constant in the world" ~ Heraclitus
Learn how to adapt to this constant change and get the most of the change process.
Change Management is often a "process" that doesn't go according to plan and causes leaders and teams much stress. This is because the people factor is often not taken into consideration. This course offers YOU a solution.
This course helps leaders and individuals get to grips with understanding the emotional impact of change. The benefits of this are that just by understanding the emotional impact means that the impact of a change initiative is lessened. It focusses on how collaboration benefits the change process and can play a major role in minimising the emotional impact of change.
One of the main features of this course is its practical nature: in addition to short video lectures you can complete short reflective exercises resulting in an action plan to implement post-course. This means you can make changes back in the workplace that will benefit you and your team.
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.
I am passionate about change management and I'm really keen to engage with students.
Although this course is aimed at people and organizations involved in change management the information can also benefit individuals going through personal changes.
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.
This quiz checks the understanding of change and the emotions people feel during change
A quiz to check understanding of the definition of collaboratio
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.
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.
This quiz checks understanding of the skills of collaboratio
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.
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
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?
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.
Communication during change is often criticised. Here are some tips for communicating change effectively.
Why choose me as your course instructor?
I have spent half my career working for various organisations seeing both good and bad practice in leadership, management and change projects. Out of frustration at how bad leadership and change can be I decided to try and do something about this and hence Enabling Transitions, my business was born. I enjoy my work and love making a difference for individuals and organizations.
People buy my services because I am practical, passionate about people and plain speaking.
A summary of my experience:
I have over 20 years experience as a Leadership Coach and Trainer working with small, medium and large organisations across all sectors including the public sector and Not for Profit Sector. I am qualified as a Trainer and a member of the Chartered Institute of Personnel and Development. I cover all aspect of the training cycle from training needs analysis, design, delivery and evaluation.
In addition to this I am qualified at Masters Level in Business and Executive Coaching. I am passionate about one-to-one coaching, team coaching (Action Learning) and creating coaching cultures in teams and organisations.
I specialise in Coaching and Organisational Development and have worked on a number of change projects including Creating Coaching Cultures, Values, Performance Management Processes, Competency Frameworks and Leadership Style Change.