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Kotter's 8-Step Change Model - Change Management Training from MindTools

Kotter's 8-Step Change Model - Change Management Training from MindTools
Implementing Change Powerfully and Successfully Learn how to implement change powerfully and successfully Change is the only constant. – Heraclitus, Greek philosopher What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work. Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge. You know that the change needs to happen, but you don't really know how to go about delivering it. There are many theories about how to "do" change. Step 1: Create Urgency For change to happen, it helps if the whole company really wants it. This isn't simply a matter of showing people poor sales statistics or talking about increased competition. Note: Key Points

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modern principles of organizational change management and employee training and development home » leadership/management » organizational change, training and learning modern principles of change management, and effective employee training and development in organizations Here are some modern principles for organizational change management and effective employee training and development. Design Thinking About this course Welcome to the Macromedia University Design Thinking MOOC. The first Macromedia University MOOC Design Thinking is about understanding and implementing the methodology of Design Thinking.

Responsible Innovation Innovation may bring a lot of good to society, but innovation is not a good in itself. History provides many examples of new technologies that have had serious negative consequences or that simply just failed to address significant societal challenges. This course discusses the concept of responsible innovation, its meaning and its significance by addressing the societal implications of new technologies and showing how we might incorporate ethical considerations into technical innovations. In this course, we will:

Getting Started with Organizational Change Mana When Does an Organization Need Change Management? There are many situations where an organization needs to incorporate change management. Many times it is due to an expansion, restructuring, merger & acquisition, regulatory compliance, Enterprise Resource Planning (ERP) technology roll out or others such as language, culture, etc. Card Decks for Agile Transitions » Context I have put some of my knowledge and that of others into a little tool that I really believe can help people conduct Agile Transitions out there. The tool stems from issues and successes I have had when conducting Agile Enablements, and recent results in trying the tool in situ. Welcome to the Virtual Crash Course in Design Thinking Welcome to the’s Virtual Crash Course resource page! We know not everyone can make a trip to the to experience how we teach design thinking. So, we created this online version of one of our most frequently sought after learning tools.

Next Generation Infrastructures - Part 1 Imagine how your life would be without electricity to power the devices you use at home and in the office, without reliable drinking water from the tap, without cars, trains and air traffic, without your mobile phone and without internet access. In many parts of the world we take the availability of these services for granted. Without conscious reflection on the technological systems that bring these services to where we use them, we are becoming increasingly dependent on a secure, uninterrupted and affordable supply of energy, water, transport, telecommunication and information services.

Change Management Process Scope of change management This tutorial provides a summary of each of the main areas for change management based on Prosci's benchmarking research with more than 3400 organizations over the last 15 years. The purpose of defining these change management areas is to ensure that there is a common understanding among readers. Tools or components of change management include: The Fundamentals of Change Management Posted on 02/16/2012 at 08:00 am “It is not the strongest species that survive, nor the most intelligent,it is the one most adaptable to change” -Charles Darwin Today’s business environment is defined by change, whether it is a shift in leadership, modified customer requirements, new legislation or stiffer competition, organizations are continuously adapting and reinventing themselves to stay viable. Flexibility and agility are no longer nice to have, they are strategic imperatives. The ability to maintain continuity with fewer resources and greater demands while integrating change, literally defines which organizations succeed, thrive and survive. What is change management and why is it important?

The Science of Everyday Thinking We will explore everyday thinking: why people believe weird things, how we form and change our opinions, why our expectations skew our judgments, and how we can make better decisions. We discuss and debate topics such as medical diagnosis, paranormal phenomena, placebos, miracles, and more. You will learn how to evaluate claims, make sense of evidence, and understand why we so often make irrational choices. You will begin to rely on slow, effortful, deliberative, analytic, and logical thinking rather than fast, automatic, instinctive, emotional, and stereotypical thinking. The course provides tools for how to think independently, how to be skeptical, and how to value data over personal experience.

change management principles, process, tips and change theory and models Instead, change needs to be understood and managed in a way that people can cope effectively with it. Change can be unsettling, so the manager logically needs to be a settling influence. Check that people affected by the change agree with, or at least understand, the need for change, and have a chance to decide how the change will be managed, and to be involved in the planning and implementation of the change. Use face-to-face communications to handle sensitive aspects of organisational change management (see Mehrabian's research on conveying meaning and understanding). Encourage your managers to communicate face-to-face with their people too if they are helping you manage an organizational change.