Recognise when change management and resistance needs a different leadership style than the one that got you here.
Change Management Strategies and Overcoming Organisational Resistance
A practical programme in change management and resistance for professionals who are accountable for results, not just awareness.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
When change management and resistance is unclear, people default to protecting their own function. Authority is granted by the organisation; credibility in management and resistance is earned separately. The teaching approach is deliberately practical: participants build a leadership plan for this strand of organisational leadership as they go. Participants who influence change management and resistance without directly controlling it will find the content directly usable. Improvement in this part of organisational leadership stalls when it depends on one capable individual rather than a defined method. Post-incident reviews keep identifying weaknesses in management and resistance that were visible long before the incident. The course sets out a working method for change management and resistance that participants can apply the week they return. Participants develop a defensible line of reasoning for the choices they make about management and resistance. Participants leave with a first-ninety-days plan for this aspect of organisational leadership rather than a set of notes.
Expected Learning Outcomes
Set standards on management and resistance and apply them consistently regardless of who is involved.
Translate change management and resistance into objectives each person can see themselves in.
Build the trust that makes candid feedback about management and resistance possible.
Set a realistic target state for change management and resistance and a defensible route to it.
Design a training and briefing approach that sustains competence in management and resistance.
Select indicators that show whether change management and resistance is improving, and reject those that only look useful.
Who Should Attend
Consultants and advisers supporting clients on change management and resistance.
Executives leading multi-function programmes involving management and resistance.
Public sector managers applying change management and resistance within institutional constraints.
Specialists advising senior management on management and resistance.
Human resources partners advising leaders on change management and resistance.
Consultants coaching leadership teams on management and resistance.
Course Modules
Change management and resistance: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Applying the standard on change management and resistance to your best performer
- Identify your successor for change management and resistance and the gap they need to close.
- Decide what will be stopped to create capacity for management and resistance.
- Identify the data already collected that bears on change management and resistance.
- Agree the indicators that will show whether management and resistance is improving.
Session 2Building the method for management and resistance step by step
- Assess the workload change management and resistance adds and what you will remove to make room.
- Define acceptance criteria for management and resistance in advance.
- Set out how exceptions to change management and resistance are requested and approved.
- Remove steps in management and resistance that add effort without adding assurance.
Management and resistance: performance, standards and consistency
2 sessions · 8 pointsSession 1Reviewing management and resistance when nothing has gone wrong
- Identify single points of dependency in change management and resistance and reduce them.
- Collect evidence on the present handling of management and resistance before proposing changes.
- Confirm that the people affected by change management and resistance heard it from you first.
- Decide the point at which you would escalate management and resistance.
Session 2Delegating management and resistance without abandoning it
- Recognise publicly one person whose work on change management and resistance went unnoticed.
- Agree the standard on management and resistance and confirm it applies to everyone.
- Decide what you will delegate on change management and resistance and what you will not, and say why.
- Set the decision rights on management and resistance: who decides, who is consulted, who is told.
Management and resistance: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Reading the room before proposing management and resistance
- Prepare the response for the most likely failure in change management and resistance.
- Identify the conversation about management and resistance you have been postponing, and schedule it.
- Reduce the variation in how change management and resistance is carried out between teams.
- Agree the smallest change to management and resistance that would be visibly useful.
Session 2Keeping change management and resistance alive after the initial push
- Plan the sequence in which improvements to change management and resistance will be introduced.
- Name the person accountable for each part of management and resistance, not the committee.
- Prepare how you will respond when change management and resistance is challenged publicly.
- Record what was learned when management and resistance did not go as planned.
Management and resistance: setting direction people can act on
2 sessions · 8 pointsSession 1The meeting that finally unblocks management and resistance
- Anticipate the objections change management and resistance will raise and prepare the answers.
- Test whether the team can explain management and resistance in their own words.
- Identify which function can quietly block change management and resistance and address it directly.
- Set the review point at which management and resistance will be reconsidered.
Session 2Moving management and resistance through people who do not report to you
- Give one piece of specific feedback on change management and resistance within the week.
- Check that records of management and resistance answer the questions likely to be asked.
- Arrange the handover of change management and resistance so capability survives staff changes.
- Write down the reasoning behind your position on management and resistance.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.