Three Modules for Building the Learning Organisation
Aim
The three modules are focused upon equipping managers/supervisors/ team leaders from all specialisms with the skills and techniques to rapidly improve their ability to manage and implement change. The Workshops have been designed for managers and technical staff who are charged with implementing major projects or change initiatives within a fairly tight time-frame. All Workshops are geared to installing a strong flavour of Rapid Improvement.
The three Workshops must be attended in sequence as they follow on from each other. Action Planning and the progressive review on using the approaches developed within each of the three modules is purposely geared towards implementing continuous improvement - which should be focused to achieving the objectives within the business plan of the operating unit. The modules are;
Module 1 Change Management : Influencing and Managing Resistance to Change.
Module 2 The Accelerated Change Process: Identifying and applying effective change strategies to specific change initiatives.
Module 3 Continuous Improvement: Creating a Culture of creativity and implementation of best practise.
Module 1.
Change Management : Influencing and Managing Resistance to Change.
Desired Outcomes
To examine the role and radically enhance the effectiveness of the key actors in the process of change management - namely, Sponsor, Change Agent, Targets and Constituents.
Identifying sources of resistance.
Examining personal styles of influencing, and dealing with resistance to change and preferred influencing strategies.
Examining the effect of one's preferred style of change management on others - to handle the objections by others to your proposals.
Adopting a self-critical approach to inter-personal influence and commit to experiment with new ways of communicating on the inter-personal level.
Understand the variety of styles and practise a variety of styles in role playing exercises.
Develop a personal action plan for change.
Day 1
Objectives
Models of Change
Actors in the Change Management process
Methods of Influence
Influencing Strategies
Communication effectiveness
Day 2
Role Plays/Case Studies
Six influencing strategies
Dealing with resistance to change
Action Planning
Role of key actors in the change process - sponsors, change agents, targets, constituents
Introduction to accelerated change process
Johari Window
Cogs Ladder - Unconscious Competence
Case Study - Personal Development exercise and Culture Change
Communication - sending - receiving - understanding - acceptance
How we communicate 55/38/7
Body Language and its meaning in change management situations
Sponsors as Regulators, Visionaries, Helpers, Analysts
Role Plays
Listening exercises
6 Influencing strategies with Managers, Customers, Direct Reports and Colleagues
Application of all above the final role play to senior managers
Review of programme and action plans for Workshop 2
Module 2The Accelerated Change Process: Identifying and applying effective change strategies to specific change initiatives.
Desired Outcomes
Develop expertise in managing change as an internal catalyst
Appraise personal competence in fulfilling the role of internal consultant/facilitator/trainer.
Examine and understand the core stages in the successful consulting/contracting relationship with the client.
Practise the use of diagnostic tools in examining organisational problems.
Presenting effective proposals.
Undertake role-play exercises to diagnose organisational problems, produce and deliver a report to a client.
Day 1
The effective internal consulting process.
Agreeing scope and diagnostic tools - analysis of all behavioural tools for assessing style, culture, and behaviour.
Assessing Team performance.
Developing a culture promoting continuous improvement.
Day 2
Analysis and diagnosis of company/business unit problems with team role plays/case studies based on real organisational problems with focus upon implementation.
Action Planning
Content of Module 2: Consulting & Diagnostic Skills
Case Study - Production and Change
5 Stage Change Cycle
Six stage Accelerated Change Process and Rapid Improvement
Change Agents and Sponsors
Deadwood/High Flyers Matrix
Belbin Team Analysis and Roles
Belbin Case Study with feedback as role play
Myers Briggs
ISTJ case Study with feedback
Tools for diagnosing the health of corporate culture
Handy's analysis
Case Study on Mortgage Express (winners of BQA 1996) with role play
International cultural analysis by Hofstede
A major Software House - diagnosis of organisation with feedback to top team as a role play
Review of programme and action plans for Modules 3
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