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Course Outline

 

Preparing for change

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Change management: An overview

 
  • What is change? Defining change management
  • Change and the public sector
  • Central Govt vs Local Govt change – are there differences?
  • SOEs, NGOs and other non-core organisations

Case study: Public Sector Reforms – the good and the bad

   
 

Institutions, stability and change

 
  • The virtues of institutional stability
  • Hierarchies and resistance to change
  • Identifying opportunities for change
  • Incremental versus dynamic change
   
 

Models for leading change

 
  • Robert E. Quinn on deep change
  • John P. Kotter on the heart of change
  • The political economy of change
  • An inventory of tools for effective change management
   
 

Building the case for change

 
  • Diagnosing the current situation
  • Identifying key performance variables
  • Highlighting weaknesses
  • Gathering needed information
  • Drawing comparisons across organizations
  • Creating sound alternatives to the status quo
  • Communicating the case for change
   
 

Mapping processes and contexts

 
  • Developing a sense of institutional history
  • Understanding the lines of responsibility
  • Appreciating the organisational politics
  • Identifying entry-points for change efforts
  • Identifying likely barriers and how to get around them
   
 

Creating a change agenda

 
  • Treating the process as a product
  • Identifying what is central to the argument for change
  • Creating and exploiting windows of opportunity
  • The art of compromise
  • Securing buy-in from powerful allies
  • Working with unlikely messengers
   
 

Keys to promoting change

 
  • Securing energy and commitment
  • Constructing a shared vision or end goal
  • Leading through conversation
  • Starting outside the core and moving inward
  • Using flexibility to your advantage
  • Locking in successes as they occur
   
   
 

Implementing change

 

Successful change leadership

 
  • The politics of change leadership
  • Selecting the right people to implement and lead change within the public sector
  • Building teams to embark on the change process
  • Motivating others to embrace change
   
 

Communicating change

 
  • Successfully communicating to reduce and eliminate fear of change
  • Creating opportunities for sharing of good news and turn-around stories
  • Identifying and empowering champions for change
  • Defining stakeholders and effectively communicating and engaging with them
   
 

Coalition building for change

 
  • Developing an effective change management team
  • Anticipating opposition
  • Bringing people on board
  • Working with politicians, interest groups, and the media
   
 

Monitoring and controlling change

 
  • Developing clear metrics and measuring the change
  • Establishing a management dashboard
  • Anticipating and monitoring risks
  • Working to secure critical success factors
   
 

Conflict management

 
  • Adopting a future orientation
  • Identifying shared interests
  • Creating a path to effective resolution
   
 

Crisis management

 
  • Identifying lead indicators
  • Developing containment strategies
  • Working through crises
   
 

Continuing to build change management skills

 
  • Capturing lessons learned from experience
  • Learning from the experiences of others
  • Closing knowing/doing gaps
   
 

Seminar review and evaluation

 
  • Discussion of key points
  • Final question and answer session
   
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