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Through change, together
Avanti Academy / Immerse: One Day, One Purpose / Immerse
Immerse

Through change, together

Leading through Change and Conflict.

The complete change and conflict topic in a day: change models, resistance, culture and legitimacy, then conflict, difficult conversations, fairness and the leader as instrument.

Level
Immerse
Learning time
11 hours
Where
Leading through Change and Conflict
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

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About this course

Overview and Outcomes.

Who It's For

Public service leaders carrying people through change and the conflict it creates

Overview

Change and conflict are one story, and leaders in public services need to read both together. Across a full day, this programme moves from why change is hard and the evidence behind the classic models to emergent and adaptive change, resistance, sensemaking and culture. It explores legitimacy, distributed change and programmes at scale, then turns to conflict: its sources and functions, how it escalates, styles and difficult conversations, team and boundary conflict, and the justice questions raised by contested change. It ends with the leader as instrument and capstone cases from Port Talbot, Universal Credit and Northumbria Healthcare.

Aims

This programme aims to develop leaders who can carry people through change and the conflict it creates, combining an evidence-informed choice of models with attention to culture, legitimacy, fairness and voice, and with the personal steadiness to stay in difficult rooms and help organisations come through change together.

In summary, you will be able to:

  1. Explain how planned, emergent and adaptive change, culture and public legitimacy interact, and why change in public services so often generates conflict.
  2. Apply models of resistance, sensemaking, conflict escalation and difficult conversations to lead people through a real change with fairness, voice and candour.
  3. Lead yourself and your organisation through contested change, using organisational justice, emotion regulation and lessons from Port Talbot, Universal Credit and Northumbria Healthcare.

What you'll develop

By the end of this Immerse, you will be able to:

  1. Explain why the seventy per cent failure claim lacks valid evidence and define what success means before a change begins.
  2. Explain how resistance can carry accurate information and how leaders' own actions contribute to it.
  3. Explain what makes public service change different and why legitimacy must be designed into a change from the start.
  4. Identify the stage a conflict has reached using Glasl's nine stages and recognise the move from win-win to win-lose.
  5. Use Tuckman's stages and Lencioni's pyramid to identify what a team needs from its leader.
  6. Apply several frameworks at once to analyse a real case of change and conflict.
What is inside

Built from 8 parts.

11 hours of learning.

  1. 01Why change is hardLewin, Kotter, Bridges and the change curveBitesize3 modules
  2. 02The human side of changeResistance to change and communicating changeBitesize2 modules
  3. 03Where culture meets changeOrganisational culture and public sector changeBitesize2 modules
  4. 04Change with people, not to themEmployee engagement and large-scale changeBitesize2 modules
  5. 05Where conflict comes fromUnderstanding workplace conflict and escalationBitesize2 modules
  6. 06The conversations we avoidConflict styles and difficult conversationsBitesize2 modules
  7. 07Conflict across the boundariesTeam conflict, justice and industrial relationsBitesize2 modules
  8. 08Keeping your own balancePersonal resilience through change and conflictBitesize2 modules
Where it fits

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