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Business Skills

Course type:
Classroom
Duration:
Delivery:
Classroom
Optional add-ons:
N/A
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Business Skills Managing change classroom

How do you react to change? How does it impact your projects? 

It depends on the change, of course, but sudden unexpected change of scope, personnel, responsibilities, budgets, resources, time available can have an adverse effect on projects unless handled well. 

Change can generate a range of responses in project team members and stakeholders:

  • Enthusiasm
  • Acceptance
  • Anxiety 
  • Denial
  • Reluctance
  • Resistance

Course overview

About the course

Project leadership means enabling others to embrace change and to become energised and motivated. Understanding your own and others’ psychological responses to change and understanding how to manage those responses will bring greater project success. 

This course provides all the understanding, practical skills and approaches you need to manage change in projects and project teams to achieve excellent results.

What's covered?

Indicative content:

Practical change

  • Practical introduction to change: how it feels
  • What is change?
  • List the changes affecting you right now.
  • Why do we need it in business?

Psychology

  • What people think about change - status quo and return to it.
  • How I experience change - at my best and at my worst…
  • Status quo bias 
  • Lottery ticket exercise
  • Status quo bias in practice
  • Loss aversion - a negative bias
  • Regret-based status quo bias
  • What are the implications for managing people in all of this?

Habits and behaviours

  • Personal status quo? What sock you put on first
  • Personal identify is built around habitual behaviours 
  • Habits and habit theory 
  • What are the implications for managing people in all of this?
  • Assess yourself

Emotions and responses

  • What triggers change?
  • Common reactions to change…
  • Why do some people resist? Natural pessimism 
  • What approaches/behaviours and attitudes enable and facilitate change?

Change theory and process

  • Kübler-Ross’ change curve (grieving cycle)
  • Change process
  • Kotter’s change model
  • Nudge theory
  • Do we need models and if so why?
  • Create a framework for yourself to guide you through change as leader

Essential requirements for effective implementation/management of change

  1. Preparation (self): commitment, intelligent analysis, remove 'spin', honesty.
  2. Sponsorship: ensuring there is active sponsorship for the change at a senior level.
  3. Buy-in: gaining buy-in for the changes from those involved and affected directly/indirectly.
  4. Involvement: involving the right people in the design and implementation of changes.
  5. Impact: assessing and addressing how the changes will affect people.
  6. Communication: engaging and informing everyone who's affected about the changes.
  7. Readiness: preparing everyone affected to adapt to the changes (information/training/help)

Change project

  • Change project: identify a project (past/present/future), identify the people likely to be involved. Develop a change management framework and plan for the project 

Change in a project context

  • What change are you facing right now: surgery

Duration

1 day

Pre and post workshop exercises can be developed for this course at a small additional cost.