Course Outline

What is it really about – trying to define the concept of change

  • Definitions of change
  • ​​What does it mean to manage change?
  • Why all this - about the factors causing the need for changes in the organization
  • How to handle this? - various models of approaches to change in the company

Change is made by people - psychological aspects of change

  • Change – an opportunity or a necessity?
  • About a non-existent terrible dragon - fear and stereotypes about change
  • We are going into battle - preparing people for change
  • The specificity and role of communication in the situation of introducing change

Is this already – when are we ready to change?

  • Really already?????? about internal and external reasons for change
  • Maybe it's better not... about different types of resistance to change, how to recognize them and how to overcome them
  • When we are too afraid - Albee and his model of understanding and reducing stress
  • Pros and cons – when we react to changes positively and when negatively

An organization is like a person - it develops - a proposal for analyzing the development of an organization according to Greiner)

  • Stages of organization development in Greiner's model
  • Change operation manual - tips for those introducing it on how to react and manage in individual phases

Self-motivation, positive attitudes and creativity in the process of introducing and managing change

  • Change begins within us - about recognizing our own emotions, attitudes, attitudes and reactions to change
  • There is always a different way - looking for new solutions in familiar situations

How to do it step by step - i.e. the stages of change management:

  • Establishing the overall organizational goal,
  • Weight and size of the change,
  • Change and the company's organizational culture,
  • Warning signals – the need to identify critical limitations.

Building a change project including:

  • Step by step - division into stages,
  • Who is who – i.e. separation of functions,
  • It may be different - awareness of a possible decrease in motivation,
  • Observation and evaluation - methods of monitoring and measuring results

Leader, lead the way!!! the role of the leader in the change process

  • The role of a leader in the face of change
  • Selection of management tools and styles in a change situation
  • Can everyone be a change leader – competence profile of a change leader

Alone or in a group? – about including employees in the change process – Drucker's model.

  • What we did not expect - about sudden success, failure or external events,
  • The world of imagination and the real world - about the inconsistency of expectations and facts,
  • The process of change as an indicator of the need for innovation
  • Sudden death or a smile of fortune? - changes that surprise everyone.

Effective influence by a change leader

  • How to build trust and acceptance of organizational changes
  • Persuasion, i.e. convincing people to change
  • Influencing people in a change situation - the model of K. Barnes and R. Cialdini


The course is general in nature and participation in it does not require specialist knowledge

 14 Hours

Number of participants

Price per participant

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