Managing Continuous Change

Course Description:

Whether we welcome change or not, it is here to stay and at ever increasing rates. Accepting change is not enough: managing and responding to external change and proactively working through the internal process of transition, gives people a sound basis to manage in change environments. The course focuses on a three stage internal change model and the accompanying beliefs, emotions, perceptions and thought processes that help or hinder the personal transition. This course effectively builds on the 4 Quadrant Model of Ken Wilber.

This course enables delegates through self-analysis and the use of a number of human behaviourial models, to even more effectively manage their approach to organisational change. Some people naturally welcome change, others do not: delegates will better understand their own responses to change and how these impact on the change process. Leading from those insights, delegates will acquire a variety of differing techniques to meet their particular needs and also support the needs of others facing change situations.

This course will enable delegates to:

• Explain the three stage internal model that maps personal responses to change.
• Set themselves well-formed outcomes in response to change.
• Apply a model of neurological levels to analyse their internal responses to change.
• Use a variety of processes to modify ineffective responses to change.
• Creatively harness the energy produced by change to improve systems and processes.

This course includes the following modules:

Managing Transition

• Endings: how people need to 'grieve' for perceived losses.
• Neutral Zone: the period of ambiguity, unclear outcomes and creativity.
• New Beginnings: the new order following change, people's roles and responsibilities.

Well Formed Outcomes

• A powerful process for clarifying our personal outcomes: particularly useful for development during periods of change.

Neurological Levels

• A model for understanding the underlying, internal processes that drive behaviour. Enables individuals to determine the strength of their responses to change and how to pinpoint the level that blocks useful behaviour.

Change Processes

• A range of techniques that will enable delegates to address personal blockages to change.

Creativity

• The process that Disney used to create and critically apply new ideas.