Very few, if any, companies and government departments are immune from change these days. Sometimes the change is organic
and people hardly notice it happening.

More often, however, change is initiated because businesses and government have to respond to external pressures and constraints as well as internal ones.

Most companies or government departments are either preparing for change, in the middle of managing change or just simply having a hard time recovering from some previous change.

Wherever you are with managing change - Helping your people is essential.

Most change programmes fail because nobody looks at the emotional fallout and the effect on people's lives.
Change is a journey not a destination. Though change is a normative process - learning from change is option. This change Management program assumes that a critical need for change has arisen which could affect emotional security, morale and productivity.

If you know there is a danger of productivity dipping because morale is about to plummet in the face of imposed change, and then giving people support is the single best investment you could make to sustain and develop your changing business.

How much change we have or whether change is good or bad for us is irrelevant; far more important is change management, how we deal with and cope with change.

Good change management needs key people within your organization to develop the skill and insight that will make a difference to the way things happen around them.

In order to manage change in others you need first to examine how you got to be whom you are, define your communication resources and investigate your personal beliefs and values.

This change management programme covers the effect of rules, assumptions, and patterns, the roles people play and conflicting ways of thinking and perceiving.

It includes advanced interpersonal skills for greater insight into yourself and others.
This program focuses on every facet of change necessary for complete buy in at organisational or institutional levels,and how to overcome resistance. This program is supported by video footage and case studies.

This change management training course will enable delegates to:
• Recognise the important role that people play in making business transformation successful.
• Discuss the fundamental challenges in getting people to change and for that change to be sustained.
• Understand and be able to apply the key steps required to successfully manage people change.
• Apply their knowledge to a project or program to effectively manage the change of people's behavior
• Successfully handle resistance
• Identify the best channels and know how to communicate change
Why you cannot afford to miss this event
• Understand how change management should be planned and structured by applying case studies.

• Expert facilitators: Denise Bjorkman and Thembi Modungwa are leaders in the industry equipped with teaching techniques and practical corporate experience in developing effective change management skills
• Researched agenda: Course curriculum is developed and designed from research with actual industry practitioners in medium to large organisations and Governments worldwide
• Practical and focused: Training workshop will include practical examples and exercises. This is followed by group discussions giving you an understanding of the strategies, methods, techniques and principles involved.
• Assessment: At the end of the two-day training course you will have the opportunity to evaluate your current level of skills and knowledge against the learning outcomes of the course
• Value added experience: Your learning experience includes a pre-course questionnaire to help you identify current and future issues

Who should attend?
This two-day training programme has been developed specifically and is a must for:

• Business, government and IT executives,
• HR directors and managers
• Employee relations,
• Wellness managers
• Mergers and acquisition managers,
• Line managers,
• Directors in government
• HOD,s
• National, provincial and local government managers
• Any other management staff who will be involved in analysing and redesigning their business processes and managing the transformation of people.
• Project managers and all persons dealing with people management and human capital.

Two-day course outline

1. Establishing the reason for change

Grounding the reason for change, helps to provide a more exact road map for delegates for immediate implementation. It also provides a diagnostic framework for different needs and perspectives.

• What is meant by change
• Corporate renaissance
• New vision
• Restructuring
• Mergers and acquisitions
• New models and systems
• New leaders
• New culture
• New philosophies
• Case study


2. What is the product of the change?

Knowing exactly what is required from change, speeds up the change process. Without a measurable out comes to all variables it is difficult to both track and report on successes. Perception alone will not do.

• Clarifying desirable attitudes
• Clarifying desirable performance goals
• Determining practical outcomes short medium and long term
• How you will measure satisfaction on the journey
• How will you measure change
• Case study

3. Leaders of change

Many change processes are damaged because the right leaders are not chosen to drive the change. A leader is not the champion. He/she is the initiator. The champion drives it through. Without credibility no change programme will be successful. Learn from those people in organisations adept at the art of anticipating the need for, and of leading productive change.

• Who are the change masters
• Selecting the driver of change
• Identifying the champions of change
• Assessing driver and champion credibility
• Leadership ownership of the change process
• Using mentoring and mentors
• Leading a diverse population
• Political vs. business models
• Case study

4. The change management competency model

Competencies and not necessarily skills are required to successfully bring about a change process. Change management research suggests that specific competencies apply.

• Identifying key competences for change management
• Identifying key competences for those going through change
• Benchmarking the competency to local and international standards
• Assessing current performance and
• Identifying the gap
• Committing to change through coaching and mentoring or up skilling
• Case study

5. Change vs. transformation

All transformation involves change, but not all change involves transformation. The processes for transformational change require different processes because there are different challenges.

• What is transformation
• What are the transformational rules and frameworks
• How do you sell it
• What you will have to deal with
• How to ensure a smooth process
• How the transformation process can be linked to the change process
• Case study

6. The psychology of influence and persuasion

• How to change minds
• How to assess your influence and persuasion ability
• The five key components of influence
• The seven key components of persuasion
• A workable communication model
• Getting all stakeholder buy in
• How to change minds indirectly vs. directly - scholarly breakthroughs.
• ‘Making sense‘ is a deep motivator
• How and when to apply it
• Case study and video

7. The energy factor

All change requires movement or motivate. All movement requires a degree of energy. Sometimes energy exists and must be captured and mobilised. Sometimes it must be created.

• How to create energy for change
• How to mobilise energy
• How to capture existing malfunctioning energy levels
• Converting to innovation and creativity
• Force field analysis of the change process
• Case study

8. Designing a road map

• How to design a roadmap for change
• How to design a roadmap for transformation
• how to sell the idea of change
• What measurement tools to use
• Building incentives
• How to celebrate successes!

• Assessment: At the end of the two-day training course you will have the opportunity to evaluate your current level of skills and knowledge against the learning outcomes of the course.

Venue

Date: 08 May 2008 to 09 May 2008
Location: Hotel Apollo, Randburg

Contact: Hennie Oosthuizen
Company name: African Information Institute
Telephone number: +27 11 7811155
Email address hennie@aii.co.za

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