Every organization is where it is today because of a multitude of changes. Wheter these involved moving from a small “kitchen table” or gerage housed operation to a stand-alone business. Doubling staff size over two years; embracing a new manufacturing process, adopting new technologies to serve costomers, dealing with turnover in key positions, relocating operations to a different geographic location, focusing on a new customer base, or a host of other possible shifts in direction, focus, or operations, your organization`s history is a chronolog of the changes it has experienced.
Some of these chgnes heve been joyful and others have been painful. Some have achieved their goals, while others heva been complete failures at realizing their intended objectives. All og these chages, however, have left their mark on the organization and on those who were either leading the change or were affected by it. The goal of any change initiative is to achieve certain organizational strategic or operational objectives while minimizing the pain, disruption, and disequilibrium it can create for employees and customers.
Although the absence of change is death to the future of any organization (or at least obsolescence), the presence of change that is perceived as tumultuous and relentless can lead to organizational disintegration. Neither option (death by status quo or disintegrating change) is a particularly healthy place to be. Effective change leaders, trainers, and organization development consultants can avoid both of these unacceptable options by knowing how to provide others with a framework for leading change in their organizations
Main Discussions :
1. Perceptions of Change
2. Experiencing Personal Change
3. Guiding People through the Change Journey
4. Introducing and Leading a Change
5. The Forces Causing Change
6. The Sources of Change Resistance
7. Identifying the Perceived Losses and Exploring teh Opportuniteis from a Proposed Change
8. Strengthening Change Resilience