«Culture does not change because we desire to change it. Culture changes when the organization is transformed – the culture reflects the realities of people working together everyday.»
– Frances Hesselbein


Course is designed to help organizations and their people manage the impact of change and provide techniques to effectively plan and implement successful transformation initiatives.

Explore how change affects, and is affected by, individuals, teams, organizations and change leaders.  The underlying guidance and supporting training courses are designed to equip individuals with the knowledge and practical applications to:

  • Unlock resistance to change
  • Provide effective support and motivation to individuals and teams to embrace change
  • Draw from a range of professional approaches to implement change smoothly and effectively
  • Manage and inform key stakeholders throughout the change process
  • Speed up the implementation of change initiatives.


Upon completion of this course, the participants should be able to:

  • Conduct diagnostic assessments and other forms of data gathering to define the change efforts needed.
  • Analyze data to provide feedback to help clients clarify outcomes, establish expectations, and identify realistic boundaries.
  • Understand change management theories, such as systems thinking and open systems theory, chaos and complexity theory, appreciative inquiry, action research, communication theory, and motivation theory.
  • Select an appropriate change model and design a strategic plan for change that minimizes the impact on people and maximizes buy-in.
  • Create implementation designs that involve and inspire formal and informal leaders.
  • Develop communication plans that raise awareness, build commitment, and ensure understanding.
  • Manage consequences that may occur, such as conflict, resistance, negativity, and complacency.


MODULE 1: Why do we need changes?

  • What is Changes?
  • Why do Organizations need changes?
  • The main types of changes


MODULE 2:  Levels of Change Management

  • Stages of Change Management project implementations
  • McKinsey 7S Model
  • Change Preparedness Factors: Beckhard-Harri’s Formula for Change.
  • Changes by K. Levine’s Model
  • Stages of change by J. Kotter
  • The seven-step change management cycle (E. Kemeron)
  • ADKAR Model


MODULE 3:  Strategies of Organizational Change

  • Evaluation of Successful Implementation of Change
  • Choosing an Organizational Change Strategy:
    • Direct
    • Analytical
    • Negotiation
    • Evolutional
    • E&O strategy


MODULE 4:  Resistance to changes

 Reasons for Resisting Change

  •  Types of resistance to changes:
    • Organizational
    • Group
    • Individual
  • Psychological aspects of resistance
  • Lewin’s Force Field Model


MODULE 5:  The role of Leader in the process of change

 VUCA concept

  • Cenefin Model
  • Leader has to:

1). Define the purpose of the changes in concepts and terms that are accessible to the understanding of the bulk of employees.

2) A defined goal should be easily remembered by members of the organization.

3). Build and develop confidence in the idea and goals of change.

4). Develop a common vision of the goal.

5). Develop on this basis change strategies.


MODULE 6: Role of HR in the process of changes

 Risk Management

  • Stages of communication


MODULE 7: Rumor Management Strategy

  • Type of informal communication channel
  • Types of rumors
  • Strategy of management

Module 8: Conclusion


Program methodology

 The course is introduced through two days training and includes two main elements:

  1. Training: introducing the material by the course trainer.
  2. Practice: tests, case studies, group games with using MTa learning tools.