Change is a fact of life. In business, it can involve introducing new products, technologies or processes, or restructuring teams or even an entire organisation. Change management training can help leaders and managers successfully facilitate the change process from conception to implementation, and overcome conflict and resistance to achieve organisational goals.

In our Certificate of Change Management, you will explore the principles of organisational change, the different types of change models and techniques, and the internal and external forces contributing to change within organisations. You will also learn about the role of leadership in managing change and the management tools and techniques required throughout the change cycle.

Learning Outcomes

Outcomes achieved by undertaking a course in change management training include:

• Learning about new opportunities, large and small changes and incremental and transformational change
• Exploring the problems with change programs and what not to do when instigating change
• Gaining an understanding of introducing change, potential changes and how to analyse change conditions
• Studying opportunities and threats, creativity, continuous improvement and how to make change work
• Examining change and innovation, staff incentives and training and technical and product innovation
• Understanding innovation traps and pitfalls, barriers to innovation, poor leadership and lack of resources
• Attaining knowledge of change leadership, change-focused cultures, and initiating and implementing change
• Gaining insights into forecasting, risk management, the benefits of change and how to encourage contribution
• Learning about stress and change, monitoring and evaluation and feedback
• Exploring how to lead and manage organisational change
• Gaining an understanding of strategic change needs, goals and objectives, innovation and reviewing practices and policies
• Studying risk management, how to assess proposed changes, costs and benefits and change management strategies
• Examining change leaders, sponsors and orchestrators and the stages of change
• Understanding Beer’s Change Model, Nadler and Tushman’s Change Model and Kubler-Ross – The Change Curve
• Attaining knowledge of facilitating the change process, strategies for communicating change to different groups, and employing strategies to make change easier and reduce discomfort
• Gaining insights into how to reinforce skills and leverage performance management methods and make change last
• Learning how to use appropriate strategies to sustain planned change, make change more comfortable, training and facilitating change and knowing what and how to communicate
• Exploring how to institutionalise change, prepare for change, and interpret change plans
• Gaining an understanding of change policies and procedures, types of change and how to manage change
• Studying the types of teams, how to involve team members, and the barriers to change
• Examining active and passive listening and successful communication and leadership versus management
• Understanding change agents, ideas champions, orchestrators and positive role models
• Attaining knowledge of the personal qualities of managers and leaders, change leadership capabilities and change implementation
• Gaining insights into Deming’s PDCA cycle model
• Learning about how to consult with stakeholders, reward change behaviours and give constructive feedback
• Exploring how to lead the change process, the types of organisational change, the key factors for managing change and SWOT analysis
• Gaining an understanding of opportunities, threats, risks and barriers
• Studying how to review feedback, communicate change and active and passive listening
• Examining Gantt charts and how to implement and embed change
• Understanding the Lewin, Kotter and ADKAR model, and Deming’s PDCA cycle model
• Attaining knowledge of change outcomes and how to evaluate outcomes

 

And more!

Five popular change management models

When an organisation experiences change, there are typically several operational aspects to consider, including training, resources and employee relations. Exploring change management models as part of change management training can help you identify an appropriate management approach. Some of the widely-used change management models include:

1. McKinsey 7S Framework Model

This change management model focuses on an organisation’s structure and emphasises the importance of shared values between teams to ensure successful change. Stages include:

• The first stage in this model is developing a change strategy. It incorporates the visions and goals for the other six stages.
• Structure. This stage refers to the flow of information during the change process. It ensures communication flows in a clear direction, ensuring employers understand and are held accountable for their responsibilities.
• The systems stage involves the planning and implementation of new procedures that are required for successful change. They represent the daily activities employees conduct to maintain the operation.
• Shared values. The McKinsey change management model emphasises shared values in an organisation, including among managers, employees and different teams or departments. It focuses on identifying and communicating shared values to ensure collaboration and teamwork during the change process.
• Skill This stage focuses on current employee skills and any potential skills gaps that change might create. In this stage, an organisation may develop training programs that ensure employees have the skills to adapt.
• For an organisation to change effectively, it generally requires excellent management and leadership. This stage refers to the techniques an organisation may adopt to ensure a successful change process.
• The seventh stage considers the organisation’s workforce, including its current training, skills, rewards and benefits. Because employees are often one of the significant aspects of an organisation that experience the effects of change, managing them adequately and appropriately is a top priority.

2. ADKAR Change Management Model

Another model you’ll learn about in change management training is the ADKAR model. ADKAR stands for Awareness, Desire, Knowledge, Ability and Reinforcement. This five-stage change model supports employees as individuals rather than the structures or strategies of the entire organisation.

• The awareness stage involves communicating the change to employees to ensure they are aware of it. The purpose of this stage is not just to ensure they are aware of the change but to ensure they are aware of why the change is happening.
• When employees desire to adapt to change, they typically have the commitment and motivation to adapt, which can be one of the most crucial elements of a successful change process. Motivating individuals can usually be achieved by outlining how they can benefit from change.
• After employees understand the need for change and its benefits, they usually require the knowledge to adapt to new procedures and processes. This stage aims to provide employees with training, education and development to ensure they can adapt effectively.
• This change management model’s fourth stage refers to the ability to apply knowledge. It provides them with opportunities to practise their newly gained knowledge.
• Reinforcement The final stage is reinforcing change to ensure employees maintain their commitment and motivation. This is usually through constructive feedback, positive reinforcement, rewards, appreciation, and accountability methods.

3. Kübler-Ross Five Stage Change Management Model

This model is based on the work of Elisabeth Kübler-Ross, a Swiss-American psychiatrist who developed a theory of the five stages of grief, known as the Kübler-Ross model. This is a unique change management model because it focuses on employee emotions. It is not necessarily a strategy but rather a guide to understanding how some employees might feel when experiencing change. The five stages are:

• Denial. This may be the first emotion employees feel, and regarding organisational change, it usually refers to a reluctance to accept change.
• Anger. After accepting that change is unavoidable, some employees may experience anger and express it through different channels.
• Some employees may then attempt to bargain for a better situation or solution. This doesn’t necessarily involve negative emotions, but can involve resistance to change that can hinder the process.
• Depression. Some employees may have feelings of depression when experiencing change. They may also lack a sense of purpose and commitment and have low energy.
• Acceptance. In this final stage, once employees have understood that change is inevitable, they will become more accepting.

4. 
   

   Kotter’s 8-Step Change Management Model

As you’ll learn in change management training, this model is often a popular choice. It focuses mainly on preparing employees for change and communicating the change process. It involves:

• Creating urgency. This can motivate employees, outline the importance of change and foster commitment in the workplace.
• Forming a powerful coalition. This typically refers to identifying the leaders in an organisation who can implement change and inspire employees to adapt.
• Creating a vision forThis can help employees identify their long-term goals and expectations of the change.
• Communicating the vision. This is where a leadership team is formed that communicates the vision, ensuring employees understand the reason for the change.
• Removing obstacles. Once employees understand the reason for change and the actionable steps, this is the stage where potential challenges are identified and solutions are sought.
• Creating short-term wins. This can help employees succeed and allow an organisation to monitor progress.
• Building on the change. During the change process, employee commitment and motivation can be maintained by rewarding them and recognising their continued contributions to the organisation.
• Anchoring the changes in corporate culture. This involves continuous efforts to ensure the change is seen in every aspect of the organisation.

5. 
   

   Lewin’s Change Management Model

This change management model incorporates three primary stages. Similar to the McKinsey model, it focuses on the change from an organisational and structural perspective. The three stages are:

• This is the preparation phase of the model, and it aims to minimise employee resistance. It involves communicating to employees why the change is important, how it can benefit them and their role in the process.
• In this stage, the leadership team will then work towards implementing the changes. It usually involves continuous communication with employees and a regular review of the progress of the process.
• In this final stage, leaders typically reward employees and show gratitude to ensure their continuous contribution and commitment to the change process.

 

Feel confident to lead change and implement successful strategies in an organisation with change management training, such as our Certificate of Change Management.