Role of Training in Change Management



Published
SNHUMBAS687 WK8 Overview


Greetings, change leaders.

It’s Happy Mother’s Day as I record this, and Penny and I are watching our grandson while my daughter is in labor.


So, I’m going to skip the typical production this week.
But, I still want to check in to say “hi” and give you a heads up about what’s ahead.


We’re fast approaching the end of the course, with your final project due in Module 9.
If you haven’t already done so, please look ahead to the final project and start planning for success.


During the Monday Live Session, I’ll start helping you develop a success plan for the final weeks of the course.
That includes reviewing the final project and the activities for Module 8.


Speaking of Module 8.
This week, you’ll do a training analysis brief, in which you’ll explain the role of training in change management.


I’ll show you how to outline the brief during the Live Session.
In short, create a detailed outline of the assignment
start filling in the blanks with the concepts, definitions, and tools from the course materials, then
conduct your analysis.


Keep it simple. Remember, we’re writing business documents for executives, not academic essays for professors.


Put yourself on the stage of short attention span theater and write concisely.
Make sure you update your change management plan to include recommending training programs that enhance communication and collaboration between the geographic locations.


Also, you’ll analyze leadership best practices of a successful global organization and present your findings and recommendations to executives.
Remember, you’re a consultant, not a boss. Strike an appropriate tone. Persuade, don’t order.


Here are some additional tips:
Training is a process, not an event. Don’t assume that training will result in learning and lasting change.
A clue: Training is only as effective as reinforcement.


Think beyond the “Unfreeze, Move, Refreeze” framework of Kotter and ADKAR. Consider how you will reinforce the change and develop resilient organizations and people that can continuously adapt to a turbulent environment.


Organizations that attempt to “Freeze” in a turbulent environment will likely have to frequently implement painful episodic Lewinian change processes.


A little secret about episodic change processes like Kotter and ADKAR: Frequent episodic change events can be signs of failed leadership.
Successful leadership will develop resilient cultures and processes that continuously change with the environment.


Please ensure you’re getting a return on investment by using the required resources to support your analysis and recommendations.
The course materials should be your primary sources. Use the MBA Library Research Guide for secondary sources.
Only go to Google after exhausting the premium resources you’re paying for.
And if you do go to Google, make sure you know how to sift through all the garbage to find the few gems.


That’s all for now. I hope to see you at the Live Session. If you can’t make it, please watch the recording.
Otherwise, let me know what I can do to help.
Now, let’s get back to work.
Category
Management
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