Leading change
Why change is hard, its human side and culture.
A half day on leading change from the first conversation to programmes at scale: models, resistance, sensemaking, culture and public legitimacy.
- Level
- Explore
- Learning time
- 6 hours
- Where
- Leading through Change and Conflict
- 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
Leaders steering change in public services
Overview
Leading change in public services means working with people, culture and legitimacy as much as with plans. This programme begins with why change is hard, the evidence behind the classic models of Lewin, Kotter and Bridges, and the shift from planned to emergent and adaptive change. It explores resistance, ambivalence and loss, and how people make sense of change through narrative and middle managers. It then widens to culture through Schein and the 7S framework, legitimacy through Moore's strategic triangle and Welsh well-being duties, appreciative inquiry and distributed change, and the National Audit Office's lessons on programmes and reorganisation at scale.
Aims
This programme aims to develop leaders who can lead change thoughtfully from the first conversation to programmes at scale, choosing models with discernment, hearing resistance as information, working with culture rather than around it, earning public legitimacy, and recognising the warning signs that cause major programmes and reorganisations to falter.
In summary, you will be able to:
- Explain why change is hard and assess the evidence and limits of planned, emergent and adaptive approaches, from Lewin and Kotter to Heifetz and Weick.
- Apply ideas on resistance, sensemaking, culture and appreciative inquiry to design a change approach that brings people with you rather than imposing change on them.
- Assess the legitimacy and delivery risks of a public service change, using Moore's strategic triangle, Welsh well-being duties and National Audit Office evidence on major programmes.
What you'll develop
Across this Explore, you will develop the ability 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 resistance can carry accurate information and how leaders' own actions contribute to it.
- Explain Schein's three levels of culture and why change aimed only at artefacts and espoused values tends to fail.
- 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.
Built from 4 parts.
6 hours of learning.
- 01Why change is hardLewin, Kotter, Bridges and the change curveBitesize3 modules
- 02The human side of changeResistance to change and communicating changeBitesize2 modules
- 03Where culture meets changeOrganisational culture and public sector changeBitesize2 modules
- 04Change with people, not to themEmployee engagement and large-scale changeBitesize2 modules
Keep going.
Part of the Leading through Change and Conflict topic, also sold whole as Through change, together.
Go deeper, and pay only the difference
- You are hereExplore, 6 hours, £129
- The whole topicImmerse, Through change, together, 11 hours, £249. Already own the Explore? You pay £120.
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. Prices per person. Read the full terms
Also part of: Change that sticks