Course description
You have a basic background in OD and you have led change initiatives enough to know what you don’t know. This course will help you understand some critical underpinnings of OD that affect your success and reputation, discuss what to do and not to do in your role and provide guidance in how to overcome the challenges presented by change in the real world.
As a change leader, your goal is to be successful in helping individuals, teams and organisations change. As an experienced change leader, you now know that achieving this success is not always easy. In fact, you may already have learned how failure can negatively affect your reputation and career. What should you do to increase your chances of future success?
In this course, you will learn what you should and shouldn’t do. You will better understand the underpinnings of successful OD efforts and your role in leading them. You will learn about how to craft more powerful interventions and how to deal with the challenges of change in the real world – since the real world is not a textbook and the consequences for failure can be devastating. Through quizzes and exercises, you will first test your understanding of how to be a successful change leader and then learn how to improve.
Upcoming start dates
Suitability - Who should attend?
If you’re just starting out, you may find it helpful to see what challenges lie ahead for you. However, this course is designed for more experienced HR and OD professionals who have enough experience leading change to understand that it’s not as easy as it sounds.
Outcome / Qualification etc.
- Understand what OD is and isn’t so that you can avoid starting out on the wrong foot
- Learn the right ways and wrong ways to go about leading change, based on science
- Understand critically important principles for leading successful change
- Learn how to adapt your approach to the problem or opportunity at hand
- Learn what it takes to lead successful change in the dynamic, messy, political real world
- Learn how to build the relationships with your clients that will see you through the inevitable storms
Training Course Content
Introduction
- CRF Introduction
- Course Director Introduction
- The Importance of Doing The OD Right Way
- Course Overview
- Advice on How to Get Most Out of This Course
What is OD? Why Does It Matter?
- Chapter Introduction
- The History of OD
- The History of OD - Exercise
- The History of OD - OD as a System
- Misconceptions: What OD Is and Isn't
- Organisation Culture - Exercise
- What Your Role is Likely to be in Change
- Dealing with Project Leaders
- Knowing How Hard to Push
- Chapter Review
- Test your Knowledge
The Change Models
- Chapter Introduction
- What Have We Learnt in 75 Years of Doing OD
- OD Models and How to Use Them
- OD Models - Kotter's 8 Steps
- ADKAR
- Change Can Succeed
- How Change Happens Matters to People
- How Change Happens Matters to People - Exercise
- How Change Happens Matters to People - Continues
- Creating Positive Energy Around Change
- Creating Positive Energy Around Change - Exercise
- Change is a Social Process Involving Sensemaking
- Change is a Social Process Involving Sensemaking - Exercise
- Change is a Social Process Involving Sensemaking - Continues
- Change Usually Requires Making Adjustments Over Time
- OD Begins with Engagement, Understanding and Planning
- OD Begins with Engagement, Understanding and Planning - Exercise
- OD Requires as Much Attention to Leadership as It Does to the Process of Change
- Leaders Face Real Pressures Too
- Making OD More Credible Leaders
- OD is Complex
- How You Start Matters
- Change Principles
- Test your Knowledge
There Is A Real World: Continuous Change
- Introductory Exercise
- Change Models vs the World
- The 4D Model
- The 4D Model - ExerciseCase Study
- Getting Traction With the 4D Model
- Research on Transformational Change
- Your Role in Real World Change - Exercise
- Permission to Lead
- Change LeadershipThe Organisational Context
- Key Takeaways
- Test your Knowledge
Advanced Consulting: Getting Along With Internal Clients
- Good and Bad Clients - Exercise
- The ABCs of Client Relationship - Case Study
- The Fundamentals - The Start-up Phase
- The Fundamentals - ExerciseThe Fundamentals - Overall
- Understanding Your Relationship with Clients - Exercise
- Test your Knowledge
Land Mines - Nine Ways To Get Yourself Fired As An OD Consultant
- Chapter Introduction
- Nine Land Mines That Can Get You Fired
- Nine Land Mines That Can Get You Fired - Exercise 1
- Nine Land Mines That Can Get You Fired - Continues
- Nine Land Mines That Can Get You Fired - Exercise 2
- Nine Land Mines That Can Get You Fired - Continues
- Nine Land Mines That Can Get You Fired - Exercise 3
- Nine Land Mines That Can Get You Fired - Continues
- Spot the Land Mines - Exercise
- Test your Knowledge
How It Should Look And Feel
- Chapter Introduction
- Kotter’s Step One: Establish a Sense of Urgency
- Kotter’s Step Two: Create a Guiding Coalition
- Kotter’s Step Three: Develop a Change Vision
- Kotter’s Step Four: Communicate the Vision for Buy-in
- Kotter’s Step Five: Empower Broad-Based Action
- Kotter’s Step Six: Generate Short-term Wins
- Kotter’s Step Seven: Never Let Up
- Kotter’s Step Eight: Incorporate Change Into Culture
- From Good to Great Consulting
- Test your Knowledge
Most Important Ideas - What You Have Learned
- Chapter Introduction
- Scenario One
- Scenario Two
- Scenario Three
- Scenario Four
- Scenario Five
- Scenario Six
- Scenario Seven
- An Expert's Thoughts - Karen Ward
- An Expert's Thoughts - Neil Hayward
- An Expert's Thoughts - Quintin Heath
- An Expert's Thoughts - Shane Rahemtulla
- Reflection
Further Reading and Resources
- Reading List
- Video List
- Kotter's 8 Step Change Management Model
- The Prosci ADKAR Model
- 4D Continuous Change Model
Feedback Questionnaire
- Feedback Survey
- Learner Satisfaction
Certificate of Completion
- Certificate of Completion
Course delivery details
INTERACTIVE FORMAT
- 8 MODULES
- 55 VIDEOS
- 35 EXERCISES
- 2 INTERACTIVE CASE STUDIES
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ABOUT CRF Founded in 1994, Corporate Research Forum (CRF) is a membership organisation whose purpose is to increase the effectiveness of the HR function, in order to drive sustained organisational performance, by developing the capability of HR professionals. Through more than 30...