This pre-recorded course of 1h 13 minutes plus exercises originally took a 3h half-day to work through.
Introduction to Change Implementation introduces two widely used approaches for planning, managing and implementing change, both of which focus on the human dimensions of change, including making a case for change, communicating this effectively and involving all of those affected by the change at appropriate points in an intervention. Both are intervention approaches in their own rights.
We first consider John Kotter’s Eight-step Model for Change Management, a linear approach first developed in the mid-1990s, and widely used by organisations in managing major change programmes.
We then consider Peter Senge and the Learning Organization’s Fifth Discipline approach to change – a systemic method from the System Dynamics school of systems thinking practice, which exploits the tension created between a challenging and compelling vision of where we would like to be in the future and a full and realistic assessment of the situation we are in today. The variant of Senge’s approach we will consider has been adapted by Michael Goodman and David Peter Stroh to include addressing complex public and third sector situations involving a wide number of different parties and competing interests. It has widely been used to implement change programmes in situations involving homelessness, addiction and social deprivation.
We conclude by reflecting on the two approaches and considering how they might best suit your own interventions – both in terms of your situational needs and personal preferences – whether blended together in some way or applied ‘out of the box’.
Objectives
In this workshop, you will:
- Understand, document and assess Kotter’s eight-step linear approach to change management.
- Consider change programmes you have been involved with in the past, reflecting on What did and did not work, and why?
- Understand Senge’s Fifth Discipline systemic approach to change management, with particular emphasis on engaging with stakeholders to:
- build a foundation for change and affirm their collective readiness for change.
- clarify current reality in detail and accept their respective responsibilities for creating or maintaining it;
- make an explicit choice in favour of the aspiration they espouse, consciously committing to their highest aspirations with full awareness of the costs, not just the benefits, of realising them;
- bridge the gap between the chosen aspiration and current reality by focusing on high leverage interventions, engaging additional stakeholders, and learning and communicating from experience, as you jointly execute the change plan and evaluate its effects.
- Reflect on the two approaches and consider how they can best be used by you within your own interventions.
Trainer
The training is facilitated by Simon MacCormac, a systems thinking practitioner with more than 30 years’ experience.
Simon is a management consultant by profession and has worked on collaborative change and transformation programmes across government and private sectors in the UK, North America, Asia, the Middle East and Africa.