Published 3/2023MP4 | Video: h264, 1280x720 | Audio: AAC, 44.1 KHzLanguage: English | Size: 9.15 GB | Duration: 9h 21m
A High Engagement Approach to Designing Transformational Change in Organization Culture and Business Performance. What you'll learn How to Engage Employees and Stakeholders in Designing Your Future Organization and Culture Analyze the Change Drivers that will Require You to Change Learn a proven change process that you can implement in your organization You will maximize stakeholder engagement and minimize resistance to change. Requirements A desire to lead and facilitate change in your organization Description Two of the most important words in change management are engagement and resistance. Change management consultants are often hired to overcome resistance to proposed changes. The problem is that management often creates that resistance by failing to engage employees and other stakeholders in the analysis and decision process that leads to the change. This course presents a comprehensive and proven method of engaging all stakeholders, including customers, suppliers, and employees in the developing the change that can transform a company's performance and culture. When stakeholders are engaged in creating the change two things happen: first the quality of decisions improve and second, there is little resistance to the implementation of that change. This course first reviews the research literature on change management; then previous and popular models of change management; and then presents the instructors model of whole system design that engages stakeholders in the creation and implementation of change. Lawrence Miller has forty five years of field experience helping companies like Merck, Shell Oil, Honeywell, Coca-Cola, Honda America, Mack Trucks and dozens of other major corporations as well as smaller entrepreneurial companies to create and manage change. He is the author of eleven books and has about 250,000 students in his online courses. The course includes 25 articles, checklists and other able documents that will guide you through the change process. Overview Section 1: Introduction Lecture 1 Introduction - Overview and Experience Lecture 2 The Two BIG Words of Change Management Lecture 3 Curriculum and Change Process Overview Lecture 4 How to Get the Most from This Course Lecture 5 Complete PowerPoints of the course Section 2: Definitions Lecture 6 Let's Define "Change Management" Lecture 7 Types of Change - Strat and Tactical Lecture 8 What is "Whole-System Design?" Lecture 9 Article: What is Whole System Design Section 3: Research on Change Management Lecture 10 What Everyone Gets Wrong - Anand & Barsoux Lecture 11 Why Change Efforts Fail - John Kotter Lecture 12 Secrets Behind Success - Argenti et al. Lecture 13 Break Down Change Into Small Steps - Kavanaugh & Tarafdar Lecture 14 The Hard Side of Change Section 4: Models of Change Lecture 15 Lewin's Change Model Lecture 16 McKinsey's 7S Model Lecture 17 ADKAR Change Management Model Lecture 18 Socio-Technical Systems Lecture 19 Lessons from STS Lecture 20 Lean Thinking Lecture 21 Toyota Problem Solving and Business Process Section 5: Principles of Effective Change Managementg Lecture 22 Critical Principles of Change Management Section 6: Stage 1: Leading Change Efforts Lecture 23 The Psychology of Change Efforts Lecture 24 From Barbarians to Bureaucrats Lecture 25 Article: Leadership and Life Cycles Lecture 26 What Are the BIG Challenge & Core Values Lecture 27 Align Internal and External Strategy Lecture 28 Strat Capability Requirements Lecture 29 Link Business/Performance Targets to Change Lecture 30 Engagement & Organization of Change Makers Lecture 31 Write the Design Charter Lecture 32 Article: How to Write Your Design Charter Lecture 33 Assign Design Teams Lecture 34 Review, Reinforce & Standardize Lecture 35 Assignment: Write and Present Design Charter Section 7: Stage 2: Stakeholder Analysis - External Lecture 36 What Can We Change and Why? Lecture 37 Scanning the External Forces A Lecture 38 Scanning the External Forces B Lecture 39 Customer Interview Guide Lecture 40 SWOT Analysis Lecture 41 Assignment: External Analysis & Presentation Section 8: Stage 3: Internal Stakeholder Analysis Lecture 42 Reflections on Our Tools and Process Lecture 43 Stakeholder Culture Survey Lecture 44 Cause and Effect Diagrams Lecture 45 Map the Macro Work Process Lecture 46 Analyzing Your Process for Quality, Productivity, Speed and Cost Lecture 47 Variance Analysis Lecture 48 Prioritizing Improvements Customer and Cost Perspectives Lecture 49 Assignment: Agree on Internal Analysis and Recommendations Section 9: Stage 4: Social System Analysis and Design Lecture 50 Social System Design Lecture 51 Designing Organization Structure Lecture 52 Of Square People and Round People Lecture 53 Design Symbols to Support the New Culture Lecture 54 Designing Scorekeeping and Motivatoin Lecture 55 Assignment: Social System Design Presentatoin Section 10: Conference Model of Maximum Engagement Lecture 56 Maximum Engagement - Design Conferencing Lecture 57 The Conference Method of Engagement in Design Section 11: Optional: Assets and Liabilities Lecture 58 Optional: Assessing the Five Forms of Capital Lecture 59 Optional: Assessing Your Assets and Liabilities Section 12: Cost/Benefit Analysis and Budget Lecture 60 Cost Benefit Analysis Section 13: Stage 5: Implement and Evaluate Lecture 61 Presentation and Dialogue with Leadership Team Lecture 62 Project Management of Implemenntation Section 14: Stage 6: Reinforce, Standardize and Improve Lecture 63 Reinforce and Standardize Section 15: Bonus Lecture Lecture 64 Bonus Lecture All managers, facilitators and entrepreneurs HomePage: gfxtra__ChangeMana.part01.rar.html gfxtra__ChangeMana.part02.rar.html gfxtra__ChangeMana.part03.rar.html gfxtra__ChangeMana.part04.rar.html gfxtra__ChangeMana.part05.rar.html gfxtra__ChangeMana.part06.rar.html gfxtra__ChangeMana.part07.rar.html gfxtra__ChangeMana.part08.rar.html
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