Managing Change

Whether or not the change is part of a project or programme, we can help with making it a little smoother.

Individuals

We run standard and tailored courses, with indoor and/or outdoor elements, to help individuals understand change and their own reaction to it. Topics could include:

• An inventory to help understand personal reaction to change
• Different styles of reaction to change
• Models to explain the steps or phases people tend to go through
• Exercises to heighten awareness and promote discussion
• Case studies to allow learning from the experience of others
• Ideas to help individuals manage change

'If you think someone is too small to have an impact, try going to bed with a mosquito in the room' (Anita Roddick)

Teams

Change efforts ultimately have to deliver success at the team level, where groups of people change the way they work together and treat each other. We can help team leaders with

• Communicating the changes
• Dealing with resistance to change
• Building the team during times of change
• Identifying and managing different types of change behaviour
• Planning and holding 1-1 meetings
• Establishing new norms of behaviour for the team

'Given the choice between changing and proving that change is not necessary, most people get busy on the proof' (Professor John Kenneth Galbraith)

Organisations

Change at the organisation level requires a clear vision, excellent and persistant communication and a determined team to make it happen. We can help with:

• Establishing the need for change in the minds of the organisation
• Building a team to manage the change
• Developing the vision (what and the blueprint(how)
• Communicating the vision in a way that includes the whole organisation
• Starting to make changes
• Promoting successes and good practices
• Developing and supporting new behaviours. Changing the corporate culture.

We can also help you avoid these common reasons for failure:

• No clear and well-communicated vision, so people do not know where they are going
• Goals are too far in the future and no credible plan to get there
• Poor communication, leading to "misrepresentation, drivel and poison" (Parkinson)
• Failing to alter the performance management and reward systems to support the change
• Implementing quick fixes with training, posters and T-shirts