Introduction: Change at Work 3 lectures 12:44 Welcome! Welcome to the course:
- Your course tutor, Dr Mike Clayton
- What you will be able to do at the end of your course
- The main topics you'll learn
- Practicing your skills: Your Case Study
The Cycle of Change Change follows a natural cycle and in this module, you'll learn what i is with a simple example, common to many workplaces.
Sources of and Barriers to Change Please complete the exercise in the previous module before viewing this video. Here, you'll learn a simple set of sources of and barriers to change, with a simple mnemonic (SPECTRES) to help you remember them.
Introduction: Change at Work 3 lectures 12:44 Welcome! Welcome to the course:
- Your course tutor, Dr Mike Clayton
- What you will be able to do at the end of your course
- The main topics you'll learn
- Practicing your skills: Your Case Study
The Cycle of Change Change follows a natural cycle and in this module, you'll learn what i is with a simple example, common to many workplaces.
Sources of and Barriers to Change Please complete the exercise in the previous module before viewing this video. Here, you'll learn a simple set of sources of and barriers to change, with a simple mnemonic (SPECTRES) to help you remember them.
Welcome! Welcome to the course:
- Your course tutor, Dr Mike Clayton
- What you will be able to do at the end of your course
- The main topics you'll learn
- Practicing your skills: Your Case Study
Welcome! Welcome to the course:
- Your course tutor, Dr Mike Clayton
- What you will be able to do at the end of your course
- The main topics you'll learn
- Practicing your skills: Your Case Study
Welcome! Welcome to the course:
- Your course tutor, Dr Mike Clayton
- What you will be able to do at the end of your course
- The main topics you'll learn
- Practicing your skills: Your Case Study
Welcome! Welcome to the course:
- Your course tutor, Dr Mike Clayton
- What you will be able to do at the end of your course
- The main topics you'll learn
- Practicing your skills: Your Case Study
Welcome to the course:
- Your course tutor, Dr Mike Clayton
- What you will be able to do at the end of your course
- The main topics you'll learn
- Practicing your skills: Your Case Study
Welcome to the course:
- Your course tutor, Dr Mike Clayton
- What you will be able to do at the end of your course
- The main topics you'll learn
- Practicing your skills: Your Case Study
The Cycle of Change Change follows a natural cycle and in this module, you'll learn what i is with a simple example, common to many workplaces.
The Cycle of Change Change follows a natural cycle and in this module, you'll learn what i is with a simple example, common to many workplaces.
The Cycle of Change Change follows a natural cycle and in this module, you'll learn what i is with a simple example, common to many workplaces.
The Cycle of Change Change follows a natural cycle and in this module, you'll learn what i is with a simple example, common to many workplaces. Change follows a natural cycle and in this module, you'll learn what i is with a simple example, common to many workplaces. Change follows a natural cycle and in this module, you'll learn what i is with a simple example, common to many workplaces.
Sources of and Barriers to Change Please complete the exercise in the previous module before viewing this video. Here, you'll learn a simple set of sources of and barriers to change, with a simple mnemonic (SPECTRES) to help you remember them.
Sources of and Barriers to Change Please complete the exercise in the previous module before viewing this video. Here, you'll learn a simple set of sources of and barriers to change, with a simple mnemonic (SPECTRES) to help you remember them.
Sources of and Barriers to Change Please complete the exercise in the previous module before viewing this video. Here, you'll learn a simple set of sources of and barriers to change, with a simple mnemonic (SPECTRES) to help you remember them.
Sources of and Barriers to Change Please complete the exercise in the previous module before viewing this video. Here, you'll learn a simple set of sources of and barriers to change, with a simple mnemonic (SPECTRES) to help you remember them.Please complete the exercise in the previous module before viewing this video. Here, you'll learn a simple set of sources of and barriers to change, with a simple mnemonic (SPECTRES) to help you remember them.Please complete the exercise in the previous module before viewing this video. Here, you'll learn a simple set of sources of and barriers to change, with a simple mnemonic (SPECTRES) to help you remember them.
Step 1: Demonstrate the Need for Change 5 lectures 21:43 The First Layer of Resistance to Change Find out what the first source of resistance is, why it's reasonable, and therefore what you need to do to counter it.
Demonstrating the Need for Change: Applying Leverage How to handle the first layer of resistance to change: the three-step Leverage Principle.
What if they Still don't Accept the Need for Change? Pattern Interrupt What if they Still don't Accept the Need for Change? Introducing a powerful technique called a Pattern Interrupt.
Tools for Change Leaders: Mad-Sad-Glad Exercise The first of our tools for change leaders is a fantastic group exercise that gets real feelings out, so everyone can share them and start to work through them.
Tools for Change Leaders: Perceptual Positions This tool can work equally well as an individual exercise for your self or a group exercise for your change team. It allows you to gain insights into how your stakeholders see the changes.
Step 1: Demonstrate the Need for Change 5 lectures 21:43 The First Layer of Resistance to Change Find out what the first source of resistance is, why it's reasonable, and therefore what you need to do to counter it.
Demonstrating the Need for Change: Applying Leverage How to handle the first layer of resistance to change: the three-step Leverage Principle.
What if they Still don't Accept the Need for Change? Pattern Interrupt What if they Still don't Accept the Need for Change? Introducing a powerful technique called a Pattern Interrupt.
Tools for Change Leaders: Mad-Sad-Glad Exercise The first of our tools for change leaders is a fantastic group exercise that gets real feelings out, so everyone can share them and start to work through them.
Tools for Change Leaders: Perceptual Positions This tool can work equally well as an individual exercise for your self or a group exercise for your change team. It allows you to gain insights into how your stakeholders see the changes.
The First Layer of Resistance to Change Find out what the first source of resistance is, why it's reasonable, and therefore what you need to do to counter it.
The First Layer of Resistance to Change Find out what the first source of resistance is, why it's reasonable, and therefore what you need to do to counter it.
The First Layer of Resistance to Change Find out what the first source of resistance is, why it's reasonable, and therefore what you need to do to counter it.
The First Layer of Resistance to Change Find out what the first source of resistance is, why it's reasonable, and therefore what you need to do to counter it.Find out what the first source of resistance is, why it's reasonable, and therefore what you need to do to counter it.Find out what the first source of resistance is, why it's reasonable, and therefore what you need to do to counter it.
Demonstrating the Need for Change: Applying Leverage How to handle the first layer of resistance to change: the three-step Leverage Principle.
Demonstrating the Need for Change: Applying Leverage How to handle the first layer of resistance to change: the three-step Leverage Principle.
Demonstrating the Need for Change: Applying Leverage How to handle the first layer of resistance to change: the three-step Leverage Principle.
Demonstrating the Need for Change: Applying Leverage How to handle the first layer of resistance to change: the three-step Leverage Principle.How to handle the first layer of resistance to change: the three-step Leverage Principle.How to handle the first layer of resistance to change: the three-step Leverage Principle.
What if they Still don't Accept the Need for Change? Pattern Interrupt What if they Still don't Accept the Need for Change? Introducing a powerful technique called a Pattern Interrupt.
What if they Still don't Accept the Need for Change? Pattern Interrupt What if they Still don't Accept the Need for Change? Introducing a powerful technique called a Pattern Interrupt.
What if they Still don't Accept the Need for Change? Pattern Interrupt What if they Still don't Accept the Need for Change? Introducing a powerful technique called a Pattern Interrupt.
What if they Still don't Accept the Need for Change? Pattern Interrupt What if they Still don't Accept the Need for Change? Introducing a powerful technique called a Pattern Interrupt. What if they Still don't Accept the Need for Change? Introducing a powerful technique called a Pattern Interrupt. What if they Still don't Accept the Need for Change? Introducing a powerful technique called a Pattern Interrupt.
Tools for Change Leaders: Mad-Sad-Glad Exercise The first of our tools for change leaders is a fantastic group exercise that gets real feelings out, so everyone can share them and start to work through them.
Tools for Change Leaders: Mad-Sad-Glad Exercise The first of our tools for change leaders is a fantastic group exercise that gets real feelings out, so everyone can share them and start to work through them.
Tools for Change Leaders: Mad-Sad-Glad Exercise The first of our tools for change leaders is a fantastic group exercise that gets real feelings out, so everyone can share them and start to work through them.
Tools for Change Leaders: Mad-Sad-Glad Exercise The first of our tools for change leaders is a fantastic group exercise that gets real feelings out, so everyone can share them and start to work through them. The first of our tools for change leaders is a fantastic group exercise that gets real feelings out, so everyone can share them and start to work through them. The first of our tools for change leaders is a fantastic group exercise that gets real feelings out, so everyone can share them and start to work through them.
Tools for Change Leaders: Perceptual Positions This tool can work equally well as an individual exercise for your self or a group exercise for your change team. It allows you to gain insights into how your stakeholders see the changes.
Tools for Change Leaders: Perceptual Positions This tool can work equally well as an individual exercise for your self or a group exercise for your change team. It allows you to gain insights into how your stakeholders see the changes.
Tools for Change Leaders: Perceptual Positions This tool can work equally well as an individual exercise for your self or a group exercise for your change team. It allows you to gain insights into how your stakeholders see the changes.
Tools for Change Leaders: Perceptual Positions This tool can work equally well as an individual exercise for your self or a group exercise for your change team. It allows you to gain insights into how your stakeholders see the changes. This tool can work equally well as an individual exercise for your self or a group exercise for your change team. It allows you to gain insights into how your stakeholders see the changes. This tool can work equally well as an individual exercise for your self or a group exercise for your change team. It allows you to gain insights into how your stakeholders see the changes.
Step 2: Create a Compelling Future 5 lectures 20:27 Fear and Desire as Motivators for Change The two strongest motivators for change are fear and desire. When should you use each?
A Compelling Future To make change appealing, you need to spell out a compelling future. Here are some tips about how to create a compelling outcome.
Stakeholder Engagement Stakeholder engagement is a vital skill for change leaders. Here you'll learn the basic process.
Tools for Change Leaders: Stakeholder Triage Stakeholder triage is a great tool to kick off your understanding of stakeholders and to help you understand which strategies you'll need for each one.
Tools for Change Leaders: Stakeholder Analysis Here's how to do a proper analysis of your stakeholders, so you can target your communications properly.
Step 2: Create a Compelling Future. 5 lectures 20:27 Fear and Desire as Motivators for Change The two strongest motivators for change are fear and desire rong
How to Communicate Well...
