Published 3/2023MP4 | Video: h264, 1280x720 | Audio: AAC, 44.1 KHzLanguage: English | Size: 9.15 GB | Duration: 9h 21m

A High Engagement Approach to Designing Transformational Change in Organization Culture and Business Performance.

What you'll learn

How to Engage Employees and Stakeholders in Designing Your Future Organization and Culture

Analyze the Change Drivers that will Require You to Change

Learn a proven change process that you can implement in your organization

You will maximize stakeholder engagement and minimize resistance to change.

Requirements

A desire to lead and facilitate change in your organization

Description

Two of the most important words in change management are engagement and resistance. Change management consultants are often hired to overcome resistance to proposed changes. The problem is that management often creates that resistance by failing to engage employees and other stakeholders in the analysis and decision process that leads to the change. This course presents a comprehensive and proven method of engaging all stakeholders, including customers, suppliers, and employees in the developing the change that can transform a company's performance and culture. When stakeholders are engaged in creating the change two things happen: first the quality of decisions improve and second, there is little resistance to the implementation of that change. This course first reviews the research literature on change management; then previous and popular models of change management; and then presents the instructors model of whole system design that engages stakeholders in the creation and implementation of change. Lawrence Miller has forty five years of field experience helping companies like Merck, Shell Oil, Honeywell, Coca-Cola, Honda America, Mack Trucks and dozens of other major corporations as well as smaller entrepreneurial companies to create and manage change. He is the author of eleven books and has about 250,000 students in his online courses. The course includes 25 articles, checklists and other able documents that will guide you through the change process.

Overview

Section 1: Introduction

Lecture 1 Introduction - Overview and Experience

Lecture 2 The Two BIG Words of Change Management

Lecture 3 Curriculum and Change Process Overview

Lecture 4 How to Get the Most from This Course

Lecture 5 Complete PowerPoints of the course

Section 2: Definitions

Lecture 6 Let's Define "Change Management"

Lecture 7 Types of Change - Strat and Tactical

Lecture 8 What is "Whole-System Design?"

Lecture 9 Article: What is Whole System Design

Section 3: Research on Change Management

Lecture 10 What Everyone Gets Wrong - Anand & Barsoux

Lecture 11 Why Change Efforts Fail - John Kotter

Lecture 12 Secrets Behind Success - Argenti et al.

Lecture 13 Break Down Change Into Small Steps - Kavanaugh & Tarafdar

Lecture 14 The Hard Side of Change

Section 4: Models of Change

Lecture 15 Lewin's Change Model

Lecture 16 McKinsey's 7S Model

Lecture 17 ADKAR Change Management Model

Lecture 18 Socio-Technical Systems

Lecture 19 Lessons from STS

Lecture 20 Lean Thinking

Lecture 21 Toyota Problem Solving and Business Process

Section 5: Principles of Effective Change Managementg

Lecture 22 Critical Principles of Change Management

Section 6: Stage 1: Leading Change Efforts

Lecture 23 The Psychology of Change Efforts

Lecture 24 From Barbarians to Bureaucrats

Lecture 25 Article: Leadership and Life Cycles

Lecture 26 What Are the BIG Challenge & Core Values

Lecture 27 Align Internal and External Strategy

Lecture 28 Strat Capability Requirements

Lecture 29 Link Business/Performance Targets to Change

Lecture 30 Engagement & Organization of Change Makers

Lecture 31 Write the Design Charter

Lecture 32 Article: How to Write Your Design Charter

Lecture 33 Assign Design Teams

Lecture 34 Review, Reinforce & Standardize

Lecture 35 Assignment: Write and Present Design Charter

Section 7: Stage 2: Stakeholder Analysis - External

Lecture 36 What Can We Change and Why?

Lecture 37 Scanning the External Forces A

Lecture 38 Scanning the External Forces B

Lecture 39 Customer Interview Guide

Lecture 40 SWOT Analysis

Lecture 41 Assignment: External Analysis & Presentation

Section 8: Stage 3: Internal Stakeholder Analysis

Lecture 42 Reflections on Our Tools and Process

Lecture 43 Stakeholder Culture Survey

Lecture 44 Cause and Effect Diagrams

Lecture 45 Map the Macro Work Process

Lecture 46 Analyzing Your Process for Quality, Productivity, Speed and Cost

Lecture 47 Variance Analysis

Lecture 48 Prioritizing Improvements Customer and Cost Perspectives

Lecture 49 Assignment: Agree on Internal Analysis and Recommendations

Section 9: Stage 4: Social System Analysis and Design

Lecture 50 Social System Design

Lecture 51 Designing Organization Structure

Lecture 52 Of Square People and Round People

Lecture 53 Design Symbols to Support the New Culture

Lecture 54 Designing Scorekeeping and Motivatoin

Lecture 55 Assignment: Social System Design Presentatoin

Section 10: Conference Model of Maximum Engagement

Lecture 56 Maximum Engagement - Design Conferencing

Lecture 57 The Conference Method of Engagement in Design

Section 11: Optional: Assets and Liabilities

Lecture 58 Optional: Assessing the Five Forms of Capital

Lecture 59 Optional: Assessing Your Assets and Liabilities

Section 12: Cost/Benefit Analysis and Budget

Lecture 60 Cost Benefit Analysis

Section 13: Stage 5: Implement and Evaluate

Lecture 61 Presentation and Dialogue with Leadership Team

Lecture 62 Project Management of Implemenntation

Section 14: Stage 6: Reinforce, Standardize and Improve

Lecture 63 Reinforce and Standardize

Section 15: Bonus Lecture

Lecture 64 Bonus Lecture

All managers, facilitators and entrepreneurs

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