People through the change
Engagement, culture and leadership through structural change.
A half day on people through change: engagement and distributed change, change at scale, culture and mergers, psychological safety, transition and identity, political top teams, and holding teams through adversity.
- Level
- Explore
- Learning time
- 5 hours 30 minutes
- Where
- Leading people
- Price
- £129
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
Senior leaders, managers and change leads in councils, the voluntary sector, health and housing facing reorganisation
Overview
Structures can change in a weekend, but people, cultures and identities change slowly. This half day completes the Immerse Change that sticks and begins with appreciative inquiry, positive deviance and distributed leadership, with Compassionate Frome and the Wigan Deal, then change at scale through Lovallo and Kahneman's outside view and National Audit Office evidence on reorganisation. It explores culture through Schein's embedding mechanisms, culture in mergers, and Edmondson and Coyle on psychological safety. William Bridges on transition follows, with political top teams drawing on Dr. Jonathan Huish's research in Rhondda Cynon Taf. Its final part covers Heifetz's holding environment and adaptability as a learnable skill.
Aims
The purpose is to help leaders carry the human side of structural change as carefully as the structural side: engaging people as partners, reading and respecting the cultures being brought together, forming effective political and managerial top teams and holding colleagues steady through prolonged uncertainty.
In summary, you will be able to:
- Apply appreciative inquiry and distributed leadership to engage people as partners in change, drawing on the Wigan Deal and Compassionate Frome.
- Diagnose the cultures being brought together in a merger or reorganisation using Schein's embedding mechanisms and the evidence on psychological safety.
- Lead people through transition using Bridges' model and the holding environment, keeping your team steady through uncertainty.
What you'll develop
Across this Explore, you will develop the ability to:
- Describe the 4-D cycle of appreciative inquiry and assess when it produces transformational rather than merely positive change.
- Use the NAO's four root causes of scope, planning, interdependencies and oversight as a health check on any programme.
- Identify Schein's embedding mechanisms, both day to day and through systems, and explain why they shape culture more than formal statements.
- Explain what psychological safety is and is not, and how it combines with high standards to create a learning zone.
- Identify the signs of merger syndrome and the leadership responses that reduce it.
- Explain why the political and managerial top teams must work as one, and the distinct roles of members, officers and statutory officers.
- Explain Edmondson's definition of psychological safety and describe how a leader's response to the first piece of bad news builds or destroys it.
- Distinguish adaptability from resilience and explain why neither can substitute for the other.
Built from 8 modules.
5 hours 30 minutes of learning.
- 01Engagement, Participation and Distributed ChangeLeading through Change and Conflict40 min
- 02Change at Scale: Programmes, Technology and ReorganisationLeading through Change and Conflict40 min
- 03Building and Changing Culture, and Culture in MergersCulture in Organisations44 min
- 04Trust, Safety and Strong CulturesCulture in Organisations41 min
- 05Culture, Identity and People through Structural ChangeLeading through Reorganisation, Mergers and Shared Services36 min
- 06Top Teams and Political Leadership through ReorganisationLeading through Reorganisation, Mergers and Shared Services36 min
- 07Leading Others Through AdversityResilience, Wellbeing and Adaptability40 min
- 08Readiness and AdaptabilityResilience, Wellbeing and Adaptability40 min