Managing Organizational Change: From Resistance To Results
 

What you'll learn
Manage changes in the organization day-to-day life.
Understand how people react to change and why.
Maximize stakeholder engagement in the change process.
Create a sense of urgency.
Assess organizational culture and its impact on change.
Communicate the change more effectively.
Manage resistances.
Know good practices in change management.
Manage risks in projects.
Requirements
There are no entry requirements.
Description
Organizational change is a constant in today's business environment, driven by the need for companies to stay competitive. This has led to new strategies, process redesigns, technology adoption, and even major restructuring through mergers and acquisitions.These movements that originated from crises, changes in consumer habits and the entry of new competitors all have one characteristic in common: they touch people at their core, that is, they affect the way things have always been done by taking everyone out of their comfort zone.To keep a company competitive, organizational transformation is essential, but we must also focus on how to implement these changes effectively. This requires considering people's perspectives because delivering a project on time and within budget is meaningless if the end product is not adopted by its users.Ignoring the human factor can lead to failure, as shown in a PMI® survey where over 75% of project office implementation failures were due to unaddressed cultural issues and employee resistance. This highlights the critical importance of considering company culture during organizational changes. Another alarming statistic shows that 86% of project failures were caused by poor communication regarding how the project would impact the daily lives of those involved.And in this course we will introduce you to some of the best practices and tools so that you can manage a change process in a way that minimizes the risks of failure.But don't expect to receive a foolproof recipe to implement a change, since that recipe doesn't exist! Your change plan needs to be built from the environment in which the change will be implemented. After all, each project is unique, affecting unique people at different times and in business cultures in a variety of ways.Shall we start?
Overview
Section 1: INTRODUCTION
Lecture 1 Course Opening
Lecture 2 What is change?
Lecture 3 Strategic change plan
Lecture 4 Tool: Strategic change plan
Section 2: INITIAL CONCEPTS
Lecture 5 Opening
Lecture 6 What is organizational change management?
Lecture 7 Unfreeze - Change - Refreeze
Lecture 8 Let's Practice: Process Map
Lecture 9 Project management or change management?
Lecture 10 Types of changes
Lecture 11 Change levels
Lecture 12 The origin of change
Lecture 13 The origins of resistance
Lecture 14 Let's Practice: Resistance Checklist
Section 3: PSYCHOLOGY OF CHANGE
Lecture 15 Opening
Lecture 16 Why do people change?
Lecture 17 The change curve
Lecture 18 Satir's model of change
Lecture 19 Overwhelming fears
Lecture 20 Let's Practice: Exploring the Maturity Map for Coping with Loss
Section 4: CREATING THE CHANGE VISION
Lecture 21 Opening
Lecture 22 The Sponsor and Steering Committee
Lecture 23 Creating the urgency
Lecture 24 SWOT Analysis
Lecture 25 Let's practice: SWOT
Lecture 26 What is Vision
Lecture 27 Let's Practice: Creating the Vision
Section 5: ENGAGING STAKEHOLDERS
Lecture 28 Opening
Lecture 29 Main stakeholders
Lecture 30 Mapping and ranking key stakeholders
Lecture 31 Let's Practice: Stakeholder Map
Lecture 32 Let's Practice: RACI Matrix
Lecture 33 Learning
Section 6: ASSESSING ORGANIZATIONAL CULTURE
Lecture 34 Opening
Lecture 35 Organizational Culture
Lecture 36 The Five Culture Dimensions
Lecture 37 Let's Practice: Organizational Culture Map
Lecture 38 Organizational Impacts
Lecture 39 Let's Practice: Organizational Impact Map
Section 7: COMMUNICATING THE CHANGE
Lecture 40 Opening
Lecture 41 Components of Communication
Lecture 42 Stakeholder Communication Management
Lecture 43 Communicating the change
Lecture 44 Let's Practice: Communication Map
Lecture 45 Senders and receivers
Lecture 46 Active listening
Lecture 47 Tips for Experiencing Nonviolent Communication
Lecture 48 Answer what they're asking you
Section 8: SOME MODELS
Lecture 49 Opening
Lecture 50 ADKAR Model
Lecture 51 Kotter's Eight Steps Model
Lecture 52 HCMBOK
Section 9:[EXTRA] RISK MANAGEMENT IN PROJECTS
Lecture 53 Opening
Lecture 54 Risk, problem, uncertainty and impact
Lecture 55 Risk psychology
Lecture 56 Decision theory and utility theory
Lecture 57 Tolerance, appetite and limit
Lecture 58 Case Study
Project managers who want to understand how change management can support the success of their project.,Employees who will play the role of change agents.,Business leaders who want to understand the role of a sponsor.,HR professionals involved in change projects.,Anyone involved in organizational change initiatives (procedural, cultural, operational, etc.)
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