Events

For decades Professor Kotter refused to create any training courses because he had “seen too much training that makes too little difference.” To create a training program that was worthy of representing his ideas, John was adamant that it not be created in isolation. He insisted it be driven by customer demand and tested to ensure it actually helps people and organisations take their change efforts closer to reality. In addition to Becton Dickinson, another Fortune 500 company with global operations (Black and Decker) was brought in to help develop and test the program concepts. Black and Decker tested the program at the executive level with 130 members of its Global Operations Team, and internationally with audiences that included management, first line supervisors, and front line employees. It was further tested with sales and marketing groups, in the factory and with corporate administrative groups.

Process
Participants work in teams and learn the eight step change model backwards and forwards. Teams create presentations that show the links between the steps and illustrate with examples.

The process starts with pre-work. This includes reading the book and completing an online assignment that forces participants to consider a real change effort they can or will be involved in. The importance of this step cannot be overstated.

The workshop experience involves individual reflection, group processing, and individual and team-based decision-making. Because of the strong impact of visual stimuli in helping the brain to process and remember concepts and ideas, graphic representations are emphasised both in classroom décor, and while envisioning the change effort.

Next, participants view a macro-level exploration of change and how it affects their organisation. From this vantage point, the need to embrace and lead change is reinforced. Finally, macrolevel changes are seen to contribute to “fissures” that indicate a need for change at all levels within the organisation. With a need for change at all levels, the context is set for developing leaders at all levels.

Interestingly, most participants agree that the Antarctic penguins from the story tend to have many similarities to human beings in their own organisations – especially as it relates to their reaction to change. The workshop leverages the iceberg metaphor when needed to help participants get past frequently uncomfortable issues.

Outcomes for Program Participants
•    Leave with a thorough understanding of the characteristics of leading successful change efforts

•    Understand the importance of having leaders at all levels – that identify things that need to change (get done) and take action

•    Understand the forces that affect successful change; both positively and negatively

•    Assess the current state of the organisation’s own efforts to effectively deal with and embrace change

•    Identify (at least) one thing that needs to be changed that is within the influence of each individual or team

•    Create a visual map of the current state of their organisation within the context of changes that affect it

•    Complete a gap assessment to identify where change readiness gaps are, where to place emphasis, to effectively lead and implement change

•    Work individually, or in teams, to complete an action plan that guides decision making, provides a record of their intentions and structures their actions back on the job

•    Learn from and provide insights to other participants in the workshop