Leading Cultural Change
5 days non residential
Cultural Change is a feature of every successful organisations life-cycle. It will affect people at all levels. How individuals cope and deal with cultural change can of course be very different. For those who have been working in one of the many public sectors affected by government privatisation, the changes involved are very often profound. Private sector corporations face equally challenging times ahead as they transform and evolve to ensure their future long term viability.
Most employees feel a distinct lack of control when cultural change occurs: many feel that they have had no say in whether the change should go ahead or not. In most situations employees are not fully and authentically committed to the change because they do not believe to have any ownership of the change itself.
This situation is the same the world over. The recession and worldwide economic slow down in the early 1990’s forced many small businesses to close down and larger ones to lay staff off. Government departments became under extreme pressure to modernise and adopt new and more commercially focused ideals. The leisure industry also felt the down sides as people had less disposable income to spend. More recently the emerging new global markets and shift in power base has forced traditional methods of thinking and operating to be relegated to obscurity, whilst new, modern methods of operating have taken over.
Driving Cultural Change is one of the most challenging responsibilities that a senior manager can face. It involves the management skills of analysing and planning, of communications, of training, of implementation and evaluating. Most importantly, it involves managing people. People and their individual reactions to change are one major reason why implementing cultural change can be so difficult.
Change in your own organisations structure, rules and policies will undoubtedly require employees at all levels to make a positive contribution and demonstrate the right attitude. This programme is designed to help individuals to plan and cope with the changing times ahead.
Who will the course benefit?
This course is designed for organisational leaders, executives, project leads, or human resource professionals who have the responsibility for developing and shaping policy towards organisational culture and the future strategic direction the organisation is heading in.
Assist delegates to identify what “Cultural Change” is and the benefits, risks and consequences associated with implementing an authentic cultural change programme. To provide delegates with the knowledge to improve lines of communication and clarity for imparting important messages, revised polices or procedures and new working methods.
Identify the forces for change which are likely to affect their department and organisation. Analyse and evaluate a proposed change in their organisation at a team and individual level. Prepare themself and their team for change and involve staff in change. Make a plan for implementing change in their own department or section. Control and monitor change. Evaluate the change once it has been made.
Cultural Change Factors: Identifying the factors which Influence Cultural Change and its ultimate commercial success People, Polices, Practices & Principles – The foundation of an organisations culture. Developing personal objectives for implementing a cultural change programme. Overcoming Barriers to Change. Defining cultural change positive & negative outcomes. The Transition Curve – A model to embed change. Understanding human behaviour in times of significant change.
Embracing Cultural Change: The Consequential Model of Behavioural Performance. The 3 Phase – 7 Stage Model for Change Implementation. The impact of cultural change – practical & emotional consequences. Understanding how cultural change can bring about cultural and political conflict. Defining the causes of cultural and political conflict and determining the remedy strategy.
Case Studies: Cultural Change Case Studies – The good, the bad and the ugly. Examining case studies of organisations that have embraced cultural change. P.E.S.T Analysis: Political, Economic, Social & Technological considerations.
Seeking Acceptance & Gaining Commitment: Identifying the key opinion leaders, stakeholders and other interested parties. Setting others up for success. Developing & Promoting a Changing Culture.
Philosophy to Policy, Policy to Practice: Planning for tomorrows successes. The way ahead. Where – Now – Next. Measuring the success of cultural change.