Leading change as an internal consultant

What change is really about is: people. Yes there may be changes to systems, processes, locations etc and it is certainly important that the structural or hard side of change is managed. However, the implementation of any changes will be carried out by people.

Successful consulting depends on understanding and influencing: perceptions, habits, attitudes, feelings, motivations, behaviours, conversations, goals and visions of the people in the organization. It is commitment rather than mere compliance that builds and embeds change. Furthermore, successful change relies on many people using their initiative and contributing discretionary effort to cope with the unforeseen and the vital minutiae that are beyond even the most thorough consultant.

Course overview

• Change Context
• problems and opportunities (creating a ‘positive crisis’)
• establishing the need for change
• strategic perspective, creating a vision and clear objectives
• Role of the internal consultant
• avoiding heroics
• balancing stability and change
• supporting staff
• Causes of Unsuccessful Change
• Systems Thinking – cause and effect / interrelatedness
• People
• perceptions of change
• emotions
• transition curve – stages, behaviours, consultant’s roles
• dealing with anger and avoiding stress
• Bridges – beginnings, the neutral zone, endings
• Kotter
  • urgency and need
  • vision
  • empowerment
  • wins and consolidation
• Communication
• what – logic and feelings
• how – power of stories
• who – up, down, sideways
• when – group, 1-to-1, frequency