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Projects Change Classics Character

Projects and Change

Help your managers plan for change and persevere in the face of resistance.

The Jamie Oliver stuff is really gritty and people respond to that because it shows how leadership and teamwork works in real life.

VOLVO

Our change management resources will help you instil enthusiasm for change in your business even amongst the hardened resisters. And, for those confronted with unwelcome change, our learning resources for employees will help them overcome their fears and confusion.

Try the Projects & Change videos or courses for free...

Topics

Available as video or e-learning courses

Champions

Champions:

Changing things for the better and stuff

Identify enthusiasts, engage with them and make them your champions. Help them to spread the word and encourage others to get with the programme.

The Four Stages Of Change:

Colours are a fad...they won't catch on

The four stages of reaction to change: Negation – Self-justification – Exploration – Resolution

Gatekeepers

Gatekeepers:

Toxic assets

Engage with gatekeepers. Identify those people that you have to convince to make change possible. Express the benefits of the change in the language each gatekeeper can relate to, and keep gatekeepers informed and address any concerns they may have.

Own the change

Own The Change:

I don't want to cause any panic, but-

Own the change in your organisation. Take personal ownership for the change programme. Show that you believe in what you are trying to achieve, and be the first to model the changes that you are looking to achieve.

Perseverance

Perseverance:

Bury it with all the other projects we don't talk about

Persevere when the going gets tough. When you encounter obstacles, work through the problems and keep everyone with you. Be positive and believe wholeheartedly in the importance of what you’re doing. Learn and adapt but keep your sights fixed on the end result.

Resisters

Resisters:

What has change ever done for us?

Address the concerns of resisters. Identify those people who are resisting the change and listen to them, taking their views seriously. If you can, try to get them involved as active participants.

Introduction

Using the example of how Jamie Oliver helped schools transform school dinners this video and online course looks at the four stages of reaction: Reject it, Resist it, Reflect on it, Resolve it.

Reject It

People try to ignore the change or say it can’t be done. Reasons people reject change: Threatens structure; Disrupts knowledge/skills; They’ve already invested in a certain way of doing things and want to avoid upheaval.

Resist It

This is a more rational stage, but it’s still very negative. We look for reasons to justify our initial, knee-jerk denial. It’ll cost too much. We haven’t got the skills. We don’t have the equipment.

Reflect On It

We begin to see that the situation is not as black and white as we had originally thought. Interesting possibilities start to appear. We are able to take a more realistic view of the benefits, as well as the drawbacks, of the change…This might work. I suppose that would be better than we’ve got now.

Resolve It

The bright side of change comes to dominate. We see the problems which change creates as challenges rather than obstacles. We stop thinking about what we have lost as a result of the change and focus on what we have gained and will continue to gain in the future. The good old days and the good old ways are seen for what they are – old and not so good after all.

Jamie's Kitchen

Jamie’s School Dinners: Living With Change:

Living with change

Using the example of how Jamie Oliver helped schools transform school dinners this video and online course brings change to life in an easy to understand and inspirational way. The engaging learning is broken down into a series of micro lessons to help your employees deal with change.

Introduction

When Jamie Oliver wanted to transform school he needed to convince dinner ladies, head teachers, government ministers and thousands of school kids. How did he succeed? Passion. People. Planning. Perseverance.

Passion

Passion is essential for three reasons:
(1) Example. If we don’t show that change really matters to us then we can’t expect enthusiasm for it from those who work for us.
(2) Vision. Good change managers use their passion to remind them of the ultimate goal and the benefits it will bring.
(3) Alligators. It’s hard to remember that your objective is to drain the swamp when you’re up to your ass in alligators. Reminding everyone about where they’re going helps them cope.

Gate keepers

When you are managing change you need permission to do certain things. You need resources – money, time, equipment and so on. You sometimes need protection, so that you can nurture a pilot project. You may need policy decisions. These all come from ‘Gate keepers’.

Enthusiasts

Change managers can’t do it all on their own. Identifying the likely enthusiasts and getting them on-side is a crucial first step.

Resisters

Resisters

In most cases those who resist change are not stupid or malicious. Their reasons for doing so are perfectly logical, at least from where they stand.

Planning

In a pilot you might (just about!) get away with having very little in the way of formal plans. Scaling up to a full roll-out needs a proper plan.

Perseverance

Perseverance

Jamie: Learned from and adapted to what happened; Changed his tactics when his first approach didn’t work; Solved problems when they arose.

controlling-quality

Controlling Quality:

I told you punching it would work

Define it. Control it. Communicate it (listening as well as telling).

defining-a-project

Defining A Project:

You! Do this! Yesterday!

Define the team. Check you have the skills you need. Put it on paper.

implementing-a-project

Implementing A Project:

I'm not talking to you

Keep each other informed. Don’t hide problems. Don’t blame – correct. Evaluate: the process and the benefits.

planning-a-project

Planning A Project:

Yes to the action, no to the plan

Allocate resources. Define roles & responsibilities. Set milestones.

Introduction

Project Management with Dawn French. Suitable for anyone running a project, this programme focuses on project teams, as well as project mechanics, and demonstrates the clearly illustrated stages of successful project management.

Defining the Project

Define the project as a team. Check you have the skills you need. Write it down.

Planning

Allocate resources. Agree roles and responsibilities. Set milestones.

Control

Keep each other informed. Don’t hide problems. Don’t blame – correct. Manage information and meet regularly. Control by looking: backwards, forwards, upwards, outwards, teamwards, inwards.

Evaluation

Evaluate the process. Evaluate the benefits. Share your experiences.

Project Management

Project Management

Project Management with Dawn French. Suitable for anyone running a project, whatever its size, this highly watchable programme focuses on project teams, as well as project mechanics, and demonstrates the clearly illustrated stages of successful project management.

Summary

Define. Plan. Control. Evaluate.

How to Make Projects Work

Observing the three key stages of any project, and reviewing progress at each point, will improve a project’s chance of success.

Define It

Clarify your objectives, set targets and talk numbers.

Plan It

Sort out the fine details of who’s doing what, by when.

Do It

The action stage.

How to Make Projects Work

Observing the three key stages of any project, and reviewing progress at each point, will improve a project’s chance of success.

Define It

Clarify your objectives, set targets and talk numbers.

Plan It

Sort out the fine details of who’s doing what, by when.

Do It

The action stage.

Illustration of videos on iPad

What platforms do we use?

Whether it be via our ON>DEMAND video platform, your video platform, your LMS, or our LMS we’ll get your people learning on the platforms and devices and work best for them.

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Mark Helen Baxendale
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