booking number / info code for Home / Online Application : 92 041
Day Workshop Change Management
make changes successfully
on Wednesday 23 September 2009
Clock 9.00 - 17.00 clock
your Lecturer: Dipl.-Psych. Jutta Fandler
Fee: € 455th - with chamber-card: € 440th -
Registration / Info: 0421-4499-642
is
change management, especially in times of crisis, a task for people in their companies changing conditions have to respond. It is - as it should be otherwise - a complex management approach. This also means that many different approaches and strategies must be known at least to make a change successfully and sustainably. As defined, the workshop deals with the construction phase.
Definition:
be under Change Management to consolidate all tasks, measures and activities to bring about a comprehensive, cross-cutting and content, far-reaching change in an organization. The various tasks and measures used to implement new strategies, structures, systems, processes, but also behavior.
are given to distinguish roughly three phases from each other, build on each other:
first Construction phase
starting point of the first phase is the realization that expectations do not correspond to reality. The need for a change rather slowly as a way into the consciousness and old behavior is questioned. Adding now the certain and necessary flexibility to the readiness for change may arise. The general objective of this phase is to strengthen the forces for change and striving to support and thus creating a change in consciousness.
second Phase change
In the second phase, developed solutions, try out new behaviors and the problem is in sub-projects solved. The status quo is left and it is performed an upheaval. At the end of this phase a new equilibrium for a grant.
third Freezing phase
goal of the third phase, the re-freezing, is to implement the solutions to problems and thus at least provisional closure of the change process. After the episode of scheme carried out Lewin require changes in the stabilization and need for permanent integration into the overall system re-freeze. The new equilibrium state is to be protected from the force of habit and stabilized. The new data were anchored at this stage in the organization, old Rituals, etc., are deliberately replaced by new ones.
Experience has shown that changes are unsuccessful, if the parties are not included. Under the slogan, "empowering the people involved," this approach particularly in the late 1980s, the managerial responsibilities of supervisors and managers who revolutionized. The well-prepared newcomers to the process of change is to the success criterion. The employees should bear who will implement the changes or at least, have to stand behind the process. All they need to know which is the aim and what steps are planned in detail. Supervisors are asked the best information prepare for and a clarifying - to make process of discussion - sometimes controversial.
Here are the personal interests and goals of the individual concerned is mission-critical size. From uncertainties in the workforce as well as blockages occur in career and development needs that can not be met. Here it must be recognized early and resulting anger seriously. An open approach to the blockades and a clear position of the supervisor may enter the staff a new security and orientation.
Various planning methods to structure the "organized change" and can be defined, provide are therefor. In addition, however, also approaches from the areas of communication, facilitation and negotiation skills. At the end of this day workshops to the participants better understand what elements in the change management for their companies of particular importance, must be compensated for the points at which deficits and which areas deserve special attention.
