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The
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Engaging With Change

Overview

In 1996, John Kotter published Leading Change, revealing that only 30% of change programmes are really successful.1

Since then, other studies have showed remarkably similar results, with the majority of change programmes failing to deliver to plan.2,3

The fact is, most companies are not good at managing – and sustaining – change!

Organisations don’t just change because the CEO says so, or because there’s a new process or a bit of different software. They only change when their people adapt and change.

It’s only when these personal transitions have been made that an organisation can truly reap the benefits of transformation.

So it’s not enough to start a change initiative, do some measurement, then move on; people aren’t built that way, and that’s why change fails to embed in organisations.

For lasting change, everyone needs to be on board, inspired, and most importantly, understand how their role fits into the whole process.

We call this ENGAGING WITH CHANGE.

Our workshop takes change, and makes it personal.

It enables everyone to understand HOW they approach change, WHAT they can do to deal with it whilst remaining productive and engaged.


Key Outcomes

  • Explains the nature of change and its impact on organisational sustainability
  • Defines the psychology of change and the Kübler-Ross change curve
  • Analyses the difference between responding to change and reacting to change
  • Identifies individual’s personal response to change; their strengths, challenges and areas needing support
  • Builds a shared understanding of turning resistance into resilience
  • Evaluates different approaches/models of managing change and introduces the Insights Change Engagement model
  • Evaluates the dynamic between change, stress and performance

SETA Accredited Course

ENGAGING WITH CHANGE is available as a standard workshop or a SETA Accredited course, aligned to Unit Standard 252021: Formulate recommendations for a change process.


REFERENCES:

    1. Kotter, J.P. (1996). Leading change. Boston, MA: Harvard Business School Press.
    2. Keller, S. Aiken, C. (2009). The inconvenient truth about change management. McKinsey Quarterly. (mckinsey.com).
    3. Towers Watson (2014). Change and communication ROI study report. (towerswatson.com).
Steve AndrewsEngaging With Change