Certificate of Change Management

Unit 1 – Scope and Nature of Change Management

• Defining change and change management
• Change
• Maslow’s hierarchy of needs and change
• Common changes within business
• Identifying problems
• Specific types of change in business
  • Reactive
  • Planned and strategic
  • Incremental
  • Operational
  • Directional
  • Fundamental or total change
• Tools for identifying if change is needed
• Ansoff’s matrix
• Boston matrix
• Pestle analysis
• Other analyses
• An analytic approach change management
• The role of data science in change management
• Is change necessary?
• Case study: flower power

Unit 2 – Organisational Change Management (OCM)

• Goal setting
• The pillars of organisational change management
• Good change management is adaptable, versatile, and flexible
• The development of an OCM strategy
• Do all changes need an OCM strategy?
• Types of organisational change management strategies
• Case example: changing how the sales team works
• Ethical change management in organisations
• Change management and workplace culture
• Case example: getting the OCM approach completely wrong
• Behavioural economics and behavioural science
• Loss aversion
• Risk aversion
• Framing
• Data collection
• In-company data
• Ethics of data collection
• Data analysis

Unit 3 – Change Models

• Forces for change
• Challenges
• Culture and behaviour (note)
• 7 common change process models
• Kubler ross model
• Bridges transition model
• Identifiable phases of the bridges model
• Case study: company restructuring
• Nudge theory
• Case study: developing environmental awareness
• McKinsey’s 7s model
• Lewin’s change model
• Case study: Introducing new software
• Kotter’s model
• Case study: Introducing new literacy teaching in a primary school
• Adkar model

Unit 4 – Responses to Change

• Science and shifting norms
• Norms and change management
• Staying ahead of the curve
• Paradigm shifts and opportunity
• Case study: snack attack
• How does organisational change impact people?
• Resistance to change and employee doubts
• Some questions you may expect
• How to counter resistance to change
• Tactics to help manage resistance to change
• Case example: Daniel dissents
• Reverting back
• Responding to staff transparently
• list of actions and efforts

Unit 5 – Behavioural Change in Individuals

• Introduction to human behaviour change
• Capability
• Opportunity
• Motivation
• 3 steps in choosing a relevant approach
• Step 1: involves identifying the behaviour
• Step 2: involves identifying the most valuable intervention option(s)
• Step 3: involves identifying and conducting policy change
• Behaviour and the brain
• What change does to the brain
• Habit and the brain
• Stages of change model

Unit 6 – Techniques, Interventions and Approaches

• Behaviour change techniques
• Case example: martin (finally) loses weight
• Link the change technique to an intervention
• The staircase model: an example of persuasion
• Active listening, empathy building rapport
• Influence and behavioural change
• Professional development as a behaviour change technique
• Planning professional learning
• Planning for change: different approaches
• Technological approach
• People-based approach
• Data-driven change: analysis and re-analysis
• Data-driven change and behaviour
• Data collection
• Surveys and focus groups
• Application of analysis
• Re-analysis

Unit 7 – Sustainable Change

• Why implementing sustainable change is important
• Defining sustainable change
• The benefits of sustainable change
• What factors impact the ability to incorporate sustainability in to change?
• Approaches to sustainable change
• 5 pillars of sustainable change
• A model for sustainable change
• The prerequisite approach
• Installation vs implementation
• Neuroleadership
• Emotional regulation
• Collaboration
• Decision making and problem solving
• Change facilitation and management
• Productivity and eudaimonic happiness
• Identifying a need for change
• Improvements with a neuroleadership approach
• Support systems
• Language
• Routines
• Nudging
• Choice architecture

Unit 8 – Succession Planning

• Prioritising succession planning
• Critical roles
• Approaches to succession planning
• Agile project management
• Business analysis as part of succession planning

Unit 9 – PBL Project