Change
Change involves both 'the big picture' and reactions at five metres.
A great strategic vision is useless if your plan is spat back by resistant employees. And no amount of sound people management can compensate for a wrongheaded strategy.
Change, or 'changing', is now a constant way of life for many organisations.
This Masterclass offers a timely opportunity for you to step back and explore the implications for leading and managing your people and networks. You look at the drivers of behaviour which arise from the strategic context and from your people.
Topics are customised for your organisation and the people who participate.
Your Masterclass
• is firmly rooted in your sector and the strategic change facing your organisation
• examines your reaction to change, personally and professionally, as a barometer of how it might affect others.
Our Approach
emphasises the interactive and facilitative, with some formal input. It involves
• Cases and scenarios
• Problem solving with tools and techniques
• Presentation by change expert, followed by facilitated discussion
• Role-play of key meetings
• Building a plan
Action plan
You will leave with heightened insight and a powerful document of your learning that can be shaped into a practical plan for leading and managing change.
Logistics
We run each Masterclass for a specific organisation, or for non-competing organisations who have agreed to participate together. It can be residential over one day or two, or phased over time as half day sessions.
Themes
• What does the future look like?
• What are the forces for and against change?
• Who are the stakeholders, internal and external?
• What are the alternative approaches to leading and managing change?
• What can we learn from the experience of other organisations?
• This is how I feel. How are our people likely to react?
• How do we deal with uncertainty and ambiguity?
• Is our culture conducive to changing circumstances? If not, how do we tackle this?
• How do we lead the politics? Helpful and unhelpful coalitions and sub-cultures.
• How do we create coherent connections between different parts of the system?
• What are the risks and what do we do about them?
• How will we know whether we are getting it right or not?
