People fear change but it's an inevitable process, so how best can it be handled? Participants develop a structured approach.
- For any number in teams of 3-6 people
- 1.5 Hours
- identifies misconceptions, fears and worries that people might have about change
- brings out the key issues in change management
- highlights need for empathising with the staff’s viewpoint, asking for ideas etc
- highlights need for ‘champions’ to support change
- highlights importance of stressing the benefits of change
- shows need for a communications strategy and timetable of events
Organisations need to change in order to survive. Resistance to change can drag companies down.
In part one, participants working individually, complete a Change Questionnaire for discussion in plenary session with the Trainer. It serves to focuses attention on change issues and bring any prejudices and mistaken ideas out into the open.
In part two participants, as management teams, have specific changes to implement in their organisation. How will they introduce change to staff, what and who will they take into account, how will they schedule the changes?
They must identify the key factors in bringing about a smooth implementation and decide on the best way of communicating with staff. At the end of the task teams present their ideas and plans, either in feedback sessions or, more dynamically, by presenting the changes as if addressing their target audience.
Ideal for putting theory into practice for managers who need to introduce change to their staff and want to avoid
the obvious pitfalls.
- Issue Questionnaire to participants. Allow them time to fill these in and either lead a discussion on the issues raised or form teams (of 3-6) and let each team to go through the issues.
- Hand out Team Briefs and allow teams time to study the scenarion and prepare their presentations.
- Issue the Staff Survey after 30 minutes which gives teams additional information on what the ‘staff’ have to say about the forthcoming changes.
- Ask each team to present its findings and ideas either as a summary of their work or in the role of director addressing the employees.
- Lead a Debrief on the activity and the presentations. Discuss the key issues that should have emerged.
- Issue a handout summarizing the Key Points.
- Compare what happened in the activity with what typically happens within an organisation.
- (Optional) Ask teams to complete an Action Plan for introducing specific and real changes back at work.
- Trainer’s Notes
- CD-Rom (containing reprintable handouts)
- Team Briefs
- Change Questionnaire (pad)
- The Survey (pad)
- Key Points Handout (pad)
Easy to use
Northgate Games are easy to use and they have a wide range of products. They are extremely helpful whenever I contact them.
D. Page, Warner Bros
Great way to illustrate many of the key themes associated with any large scale change initiative.
C. Watson, University of York
A great activity to engage delegates
A great activity to engage delegates and start the process of understanding all the elements required in 'change'. Northgate activities work first time out of the box and always support the workshops, create energy and engagement. Thanks again!