Change that sticks
Leading Change that Lasts.
A day on leading people through significant change, from the classic models to the human side, culture and participation.
- Level
- Immerse
- Learning time
- 10 hours
- Where
- Leading people
- Price
- £249
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Leaders taking people through significant change
Overview
Change is hard, but not for the reasons the popular seventy per cent failure claim suggests. Change that sticks treats the classic models of Lewin, Kotter, ADKAR and Bridges as lenses rather than recipes, then sets them beside emergent and adaptive change, Heifetz and Weick's sensemaking. It gives serious attention to the human side: resistance as information, ambivalence and loss, and how people make sense of change in the middle of the organisation. Schein on culture, Edmondson on psychological safety, appreciative inquiry, Mark Moore's strategic triangle and the Well-being of Future Generations (Wales) Act ground it in public service, alongside reorganisation, top teams and leading others through adversity.
Aims
This programme aims to develop leaders who can take people through significant change in a way that lasts, combining the discipline of planned change with attention to culture, participation, legitimacy and loss. It builds the judgement to choose the right approach for the situation and the steadiness to lead people through the uncertainty that change brings.
In summary, you will be able to:
- Compare planned, emergent and participative approaches to change and select a model that fits the scale, culture and politics of your situation.
- Respond to resistance, ambivalence and loss in ways that treat them as information and help people make sense of change together.
- Plan a change that builds culture, trust and legitimacy, drawing on psychological safety, participation and the realities of public service accountability.
What you'll develop
By the end of this Immerse, you will be able to:
- Explain why the seventy per cent failure claim lacks valid evidence and define what success means before a change begins.
- Distinguish planned from emergent elements of a change and decide which parts can be designed and which must be grown.
- Explain how people make sense of change sideways, and why middle managers act as translators rather than relay stations.
- Explain what makes public service change different and why legitimacy must be designed into a change from the start.
- Use the NAO's four root causes of scope, planning, interdependencies and oversight as a health check on any programme.
- Explain what psychological safety is and is not, and how it combines with high standards to create a learning zone.
- Explain why the political and managerial top teams must work as one, and the distinct roles of members, officers and statutory officers.
- Distinguish adaptability from resilience and explain why neither can substitute for the other.
Built from 7 parts.
10 hours of learning.
- 01Why change is hardLewin, Kotter, Bridges and the change curveBitesize · Leading through Change and Conflict3 modules
- 02The human side of changeResistance to change and communicating changeBitesize · Leading through Change and Conflict2 modules
- 03Where culture meets changeOrganisational culture and public sector changeBitesize · Leading through Change and Conflict2 modules
- 04Change with people, not to themEmployee engagement and large-scale changeBitesize · Leading through Change and Conflict2 modules
- 05Trust at the heartCulture change, mergers and psychological safetyBitesize · Culture in Organisations2 modules
- 06Keeping people with youCulture and leadership in structural changeBitesize · Leading through Reorganisation, Mergers and Shared Services2 modules
- 07Holding others through hard timesLeading teams through adversity and changeBitesize · Resilience, Wellbeing and Adaptability2 modules