Change Management Skills Course in Singapore
Change Management Course Singapore
Change Management Skills Course in Singapore
Change management is the process employed in every organization undertaking a new project, implementing a set of policies, or purposely conducting a change program. Any of these activities mentioned involves adopting changes, be it in the working hours or new software to be mastered. With the use of change management, the employees impacted can transition successfully without any detrimental effects.
Change management also requires a set of skills and the right people who could monitor the changes being experienced. With today’s fast-changing world, it is even more necessary to attain skills in change management for the good of those directly affected by the change: the employees. By overlooking them, the desired change could not exist.
This Change Management Skills workshop is ideal for anyone who would like to gain a strong grasp and improve their Change Management Skills.
All Staff Within An Organisation
The ideal group size for this Change Management Skills course is:
Minimum: 5 Participants
Maximum: 15 Participants
The duration of this Change Management Skills workshop is 2 full days. Knowles Training Institute will also be able to contextualised this workshop according to different durations; 3 full days, 1 day, half day, 90 minutes and 60 minutes.
2 Full Days
9 a.m to 5 p.m
Below is the list of course benefits of our Change Management Skills course
• Introduces the participant to the different causes of change and how they can be managed
• Stresses the importance of change management positions in an organization during change implementations
• Helps the participant in undergoing personal transitions so as to increase the success of a project or program
• Increases the participant’s ability to adapt and be flexible in any situation
• Improves the participant’s coaching techniques in order to support those impacted by change programs
• Ensures the success of change through systematic and strategic management of the people involved and what they are going through
Below is the list of course objectives of our Change Management Skills course
• Identify the factors motivating change to happen and how it led to the conception of different change models
• Define what is change management
• Define the duties and responsibilities of a person in change management
• Determine the kinds of outputs that a change manager is expected to submit
• State the importance of establishing change management in the workplace
• Identify the people in need of change management skills at work
• Identify the necessary skills needed for an effective change management leader
• Determine the ways on how to develop and practice change management skills
• Determine the impact of using change management skills in the individual and organizational level
• Identify the factors affecting change management positively and/or negatively
• Conduct an assessment of oneself for the qualifications of being a change management leader
• Apply the change management skills learned in different change-related situations
Below is the list of course content of our Change Management Skills training programme course
- Defining Your Strategy
- It is critical to manage change by designing and implementing a strategy that determines an approach consistent with the unique needs of the organisation. The strategy assists as the guiding framework, providing direction and shaping decision making throughout the change process. A simple way to gather data for the approach is to set up interviews and ask questions regarding the different aspects of the change.
- Building the Team
- To efficiently implement a team positioned for success, leaders must elect members who exhibit a high degree of skill including commitment, contribution and communication. By formalising the team and providing funding and other resources, it sends a message of accountability and responsibility and illustrates the investment the organisation has made in the change.
- What’s in it for Me?
- To respond to the inquiry “What’s in it for Me?”, or WIFM, change management leadership must create energy and engagement around the change. This builds momentum and instils support at all levels of the organisation.
- Building Support
- Effective communications are essential for building support in the organisation. Whoever communicates with people impacted by a change must have a clear perception of the overall nature of the change, its purposes, and how it aligns with the vision for the organisation. He or she must comprehend the risks of not changing, the timing for the change, and who will be most influenced by the change.
- Influences on Change
- Typically causes of change can be divided into two categories: Internal and External. No organisation is an island and external forces are always influencing and interacting with its presence. Individuals and organisations may have minimal ability to control such external factors such as politics, culture, economy, societal changes, or technology.
- Common Reactions to Change
- If a change is declared, some people may feel that the change is not required. They may be unwilling to listen or dispute any facts or information presented to support the change.
- Tools to Help the Change Process
- Preparing for the change is very crucial as with preparation comes more chance of success. These tools will help facilitate the change process and provide it with the best opportunities for success.
- Preparing and Planning
- Begin by placing yourself in a positive mindset. You are likely to experience higher than usual levels of stress, and acknowledging this will give you the capacity to be prepared mentally and physically. You will be the anchorperson and support, and with your steady hand will lead your team through the stressful events.
- Surround yourself with people that you can delegate to and be confident in their abilities and skills. Be precise and specific with your directions as to when the change process begins. You will depend on these individuals and their talents. Interacting and providing feedback are the keys to successful delegation; make sure your team follows this.
- Keep the Lines of Communication Open
- Always be available throughout the change process. Before the transition, prepare your friends and family that you may not be open for social events. Convince your team that you are there for them, and you are here to equip them with the required resources to guide them through the change. Stress to them that you are ready and focused on keeping the communications lines open.
- Coping with Pushback
- Not everyone will agree on the change. Keep in mind that these types of feelings are typical as people generally do not enjoy change and are sometimes made nervous by it. You will likely face pushback and resistance by several team members.
- Gathering Data
- To continue increasing awareness and to build a desire to support the upcoming change; the change management team must reach out to the organisation at large. The force field analysis, developed by German social psychologist Kurt Lewin helps a change management team to identify the pros and cons of an option before arriving at a decision.
- Addressing Concerns and Issues
- If concerns or issues arise, then measures must be taken to ensure awareness is continually raised and that desire to promote the change is increased. Strategies that can help the change management team responsively address employees’ concerns include engaging employees, providing discussions for people to express their questions and concerns.
- Evaluating and Adapting
- Change is not exempt from Murphy’s Law. And even if things aren’t going wrong, change management team members must continuously be observing, listening, and assessing the progress and process during a change. There are several tools to help the team achieve this.
- Leading Status Meetings
- The leader must make sure that the project and communication plan remains on track. They need to identify, and explore any issues from employees or stakeholders that have emerged, and review and consider any feedback gathered to date. Operating as a facilitator, the leader helps to bring about learning and productivity.
- Celebrating Successes
- Because connections from managers and supervisors have been proven to have a significant influence on employees throughout a change initiative, it is appropriate that they be actively involved in celebrating the achievement with employees as a result of positive accomplishment.
- Sharing the Results and Benefits
- To sustain the result of a change, it is essential for everyone who is affected in the process to comprehend what effects are occurring. This occurs across several dimensions. Ongoing feedback is needed from employees at all levels.
- The Four Stages
- The four stages in the Appreciative Inquiry representation are known as the 4-D cycle. They are discovery, dream, design and destiny.
- The Purposes of Appreciative Inquiry
- Appreciative inquiry is conducted in organisations for various reasons. It allows the performance of people from across the whole system to participate in an inquiry; all stakeholders (employees, customers, vendors, and interested community members) are involved in the process.
- Examples and Case Studies
- In the past two decades, there have been many approaches to appreciative inquiry. Two essential methods of the appreciative inquiry often used in organizations are Whole System Inquiry and the AI Summit.
- A Dash of Emotion
- Emotion is interpreted as a state of feeling. Because change in organisations doesn’t happen without people, human elements and emotion cannot be downplayed. As an organisation works with the appreciative inquiry process, six essential conditions come together in an organisation.
- Plenty of Facts
- A fact is something that is shown to exist or known to have existed. As opposed to the “people” component, emotion, facts are straightforward and essential to measure progress. As a change management scheme shifts into the launch or in-process stage, the change management team must make sure that measurement is continuous.
- What is Resiliency?
- Resilience isn’t an independent characteristic; rather, it is a combination of attributes of differing degrees in personalities. Resilient people, whom psychologist Daryl Conner terms O-Type, perceive more opportunity than non-resilient characters do. They address life as meaningful, and as a guiding beacon through the hurdles of change.
- Why is it Important?
- When resilient people are faced with ambiguity, anxiety, and a loss of control that follows change, they tend to grow stronger from the occurrences, rather than letting themselves to be consumed. Resilient people are more inclined to make a swifter and more effective adaptation to change.
- Five Easy Steps for the Leader and the Individual
- One can practice behaviours and steps to become more resilient. There are some steps leaders and individuals can take to foster resilience.
- What is Flexibility?
- There are two dimensions of flexibility; flexible thinking, and social flexibility. Flexible Thinking: People who think flexibly can generate an extensive range of thoughts and possible responses without feeling compelled to decide on one response right away. Social Flexibility: People with a high level of social flexibility have a distinct sense of their strengths and weaknesses.
- Why is it Important?
- Flexible people are team players, a crucial need during a change management initiative. Flexibility permits one to brainstorm more efficiently, bringing a wider variety of ideas to a project team. The broad range of solutions provided by a flexible thinker promotes a strong change solution — and circumvents the potential for inferior solutions that may be generated by people with low levels of social flexibility.
- Five Easy Steps for the Leader and the Individual
- There are some steps that can benefit either a leader or an individual who is dealing with change on a personal or an organisational level.
Each participant will receive the following materials for the Change Management Skills course
Change Management Skills Learner’s Guide
Change Management Skills Key Takeaways Notes
Change Management Skills Essentials Ebook
Change Management Skills Course Handouts
Change Management Skills 30-Day Action Plan
Change Management Skills MindMaps Pack
Change Management Skills PPT Slides Used During Course
Change Management Skills Long-Term Memory Flashcards Pack
Change Management Skills E-Learning Course
Change Management Skills Online Video Course
Change Management Skills Essentials Audiobook
Change Management Skills Infographics Pack
Each course participant will receive a certification of training completion
There are 3 pricing options available for this Change Management Skills training course. Course participants not in Singapore may choose to sign up for our online Change Management Skills training course.
Contact us for the latest Change Management Skills course schedules:
Phone: +65 6817 2530
Post Training Support: A vast majority of training does not have any effect beyond 120 days. To work, training has to have a strong pre- and post-training component. Post-training reinforcement helps individuals to recall the understanding and ask questions.
Blended Learning: Learning does not occur in the classroom. Virtually everybody prefers distinct ways of learning. Successful learning should have a multi-channel, multi-modal strategy.
We Understand The Industry: We’ve got a profound comprehension of the business, business design, challenges, strategy and the that our participants are in and have designed the courseware to cater to their professional needs.
Course Content: Knowles Training Institute’s material is relevant, of high quality and provide specific learning results. Participants will leave the training course feeling as they have gained a strong understanding and will also be in a position to execute what they have learned sensibly.
Course Development — The workshop modules follow a systematic and logical arrangement. This structure helps to ensure that the course material allows the facilitators to deliver the course in a logical arrangement. Consider the subjects as building bricks into learning, our facilitators slowly build towards a comprehensive picture of this entire topic.