Description

Successfully completing a change process involves an upstream analysis and preparation phase. Difficulties are thus anticipated and issues better managed. This change management training cycle provides the most effective methods and tools to put all the chances on your side. These tools relate to the preparation and implementation of change support. Thus, they provide the necessary elements for successful communication, handling conflicts and developing leadership. Beyond the essential techniques for successfully leading a change project, this cycle offers participants the opportunity to create a network of practice and exchange.

Who is this training for ?

For whom ?

Project manager, mission manager.

Manager or department head faced with organizational change.

Organizer and organization manager, Consultant.

Prerequisites

None.

Training objectives

Understanding resistance to change

Identify the categories of actors and their position in the face of change

Anticipate risks and conflicts

Dealing with crisis situations caused by change Prepare the plan to drive change

Training program

• Deciphering the mechanisms of change
  • The 3 phases of transformation.
  • The different types of resistance to change.
  • The modes of expression of resistance to change.
  • The triggers linked to paradigm shifts.
  • The specificities of supporting teams through change.
• Conduct the human diagnosis of a change project
  • Define the scope and objectives of the project.
  • List the significant facts of change with their associated objectives and their anchor points.
  • Carry out the mapping of actors involved in the change.
  • Identify their operating methods during the change.
  • Determine the overall strategy: implementation and deployment.
• Measure the degree of acceptability of change in the company
  • Measure the acceptability of change in an organization.
  • Deduce the support needs of employees in the face of change.
• Implement new management systems Define indicators.
  • Associate objectives and indicators.
  • Formalize the dashboard for effective management of the approach.
• Remote activity
  • To benefit from the contributions of an expert on a theoretical or practical point: an expert in 'Socio-organizational analysis of companies and change management'.
• Identify the scope of the project
  • Use communication as a major lever for success.
  • Make communication and change consistent.
• Determine the most effective communication methods
  • Build a communication plan associated with change management.
  • Clarify the key elements: deadlines, scope, budget, indicators.
  • Involve the stakeholders.
• Prepare your written communication and oral interventions
  • Prepare a written communication.
  • Practice the different modes of oral communication.
  • Use vocabulary adapted to the issues and the situation.
• Managing relationships with others
  • Use interpersonal communication tools.
  • Develop a listening attitude.
• Prevent and manage conflicts
  • Spot the warning signs of conflict.
  • Identify the causes and nature of conflict.
  • Practice assertiveness techniques.
  • Clarify the strategies of actors, the notions of constraint and power.
  • Understand behaviors under stress to better manage them.
• Identifying and managing psychological games during a change
  • Recognize the implementation of psychological games.
  • Identify their dynamics.
  • Identify the actors and their roles.
  • Interact and unwind the games
• Become aware of your own emotions and those of others
  • Identify emotions: your own and those of others.
  • Express your emotions. Act according to the emotions of others.
  • Make the link between the culture of its organization and the relationship to the expression of emotions
• Getting out of crisis: establishing and maintaining a cooperative relationship
  • Build cooperation with clear and accepted rules of the game.
  • Use 'the language compass'.
  • Open up to restore trust with ' DESC'.
  • Scenario Many exercises and scenarios.
• Clarify your role and mission
  • Adopt a posture that helps change.
  • Validate expectations with your hierarchy.
  • Become aware of your leadership qualities.
• Develop a relationship of trust with change actors
  • V
• Obtain commitment to change
  • Encourage decision-making.
  • Transform decisions into actions and anticipate follow-up.
• Managing delicate relationship situations
  • Give and receive feedback in a constructive manner.
  • Identify defense mechanisms in the face of change.
  • Make connections between individual perception of change and collective objectives.
  • Use effective tools in conflict situations.
• Engage in a dynamic of recognition
  • Clarify the expected benefits.
  • Identify the qualities/values ​​of people.
  • Recognize the results, congratulate.
  • Scenario Many exercises.
  • Assessment of acquired knowledge