Managing change

Content & method

The program identifies two key aspects of change management:

  1. helping others to cope with external change and
  2. inspiring them to co-create, and implement it. Two main models that form its background are the change curve by Jaffe and Scott (see below), and Kotter’s 8 steps of change.

The program is facilitated in a hands-on, experiential style. Participants use their own past experience and exercises from the workshop to reflect and discuss key psychological aspects of change. They apply this by planning interventions in case studies, explaining the purpose of change, as well as conducting 1 on 1 practice conversations with objecting team members.


Change Management is a program designed for managers, project leaders and team members responsible for introducing organizational changes. It was planned as support for people responsible for:

  • preparing employees for restructuring, mergers or significant changes in working conditions;
  • improving processes and procedures, implementing new business standards;
  • support for internal development projects related to shaping employee attitudes and organizational culture.

Learning goals

At the end of the 2-day program, participants will:

learn about the model of implementing change

(8-Step Change Model of Kotter)

be more aware of their own reaction to change

and its influence on the way they support or hinder their subordinates;

have a deeper understanding of the psychological mechanisms

involved in going through change;

be able to adapt their strategy

to match the needs of subordinates at different stages of change;

have improved their skill of inspiring

others to change;

have improved their skill of using 1 on 1 conversations

to support subodrinates who have objections about change.

Implementation support

The following actions may improve results of the training and implementation of new skills in the work environment:

Standard: e-mail or phone consultations for participants, supporting in dealing with specific challenges related the changes in organisation (30 min/participant, up to 2 weeks after the last day of the program).


  • Follow-up meeting for managers from one department (team coaching meeting )
  • Ad hoc mentoring sessions – 1 hour individual meetings with consultant of Wszechnica UJ arranged according to the needs of managers, with the use of coaching approach (package of remote sessions).


Day 1 - Guiding individuals through change

Module 1

  • Introduction. Challenges related to change
  • Introduction, objectives and agenda
  • Identifying workplace changes currently relevant for the group
  • Identifying challenges; matching to scope of the program

Day 1 - Guiding individuals through change

Module 2

  • Reactions to change
  • Attitudes toward change & underlying mechanisms
  • Change curve the stage of change in oneself and others
  • Supporting people at different stages of change

Day 1 - Guiding individuals through change

Module 3

  • Working with beliefs and attitudes toward change
  • Influence of beliefs on emotions and behaviour in change – beliefs and interpretation as source of resistance
  • Assessing various beliefs – what does it mean to be “constructive”, “open” and “realistic”?
  • Shaping own attitudes in relation to change

Day 1 - Guiding individuals through change

Module 4

  • Supporting people in 1 on 1 conversations
  • Assessing beliefs and attitudes of others in relation to change
  • 1 on 1 conversations focused on supporting co-workers in dealing with their attitudes toward change

Day 2 - Inspiring change in teams and organizations

Module 1

  • Success factors in change
  • Appreciative inquiry – past successes and good practices in dealing with change
  • Kotter’s 8 steps of change – planning an ideal process for organizational change

Day 2 - Inspiring change in teams and organizations

Module 2

  • Planning the change process
  • Case studies: real-life and sample situations of organizational change; planning change in specific context
  • Implementing changes according to Kotter
  • Strategies for supporting employees and communicating about change

Day 2 - Inspiring change in teams and organizations

Module 3

  • Creating an inspiring vision of change
  • Challenging the status quo – the role of perceiving threats and a positive vision of the goal in an effective transition through change
  • Creating inspiring vision of change
  • Practicing the leaders expose

Day 2 - Inspiring change in teams and organizations

Module 4

  • Supporting others in becoming proactive
  • From vision to action: guiding co-workers to become involved in change
  • Supporting proactiveness and removing barriers to elicit action

Optional implementation support

Follow up – Team coaching

is a direct interaction with a team intended to help members make coordinated and task-appropriate use of their collective resources in accomplishing the team’s work. According to the needs of the Client, this follow up could be organised during the implementation of changes for a selected group of managers.

General aim for team of managers:

Preparing a change management strategy and building a team spirit to walk through a whole process.


Managers representing one department, working on one project or cooperating in one team.

Overall plan of the session

  1. Preparation: agreeing common goals for a change process and principles of cooperation
    • exploring problem space
    • integrating different perspectives
    • clear understanding of the baseline
    • building trust and commitment
  2. Focus – cognitive elaboration: addressing perspectives crucial for change process
    • Facts and scope of information to be shared
    • Emotional layer
    • Tasks, roles and responsibilities
    • Process of communication
    • Team competencies and capacities: what to build on? what to work on?
  3. Action steps
    • Strategy planning
    • Commitment to the plan
    • Coordination: group cohesion and collective efficacy
    • Actions defined, agreed and synchronized

Scope of service

Offer includes:

  • design of the structure and content of the training;
  • delivery of the training by the trainer;
  • learning materials;
  • certificates of completion;
  • a report summarizing results of the evaluation and comments of the trainer;
  • individual consultations over the phone or e-mail with the trainer up to 2 weeks after the training (max. 30 min./participant).
Contact us

Aneta Marek

Development projects consultant, sales manager

514 206 346
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