By the end of the week, you will be better positioned to:

• Diagnose the need for change and create the necessary sense of urgency
• Select the right change team
• Develop a change vision and goals and communicate them effectively
• Implement change and ensure its continued success
• Assess and manage resistance

a) Establishing the Context for Transformation

What is going on in your world now that is driving the need for change in your organization? How are other organizations responding to changes taking place in their world? Where do you stand along the continuum of incremental adaptation to total transformation? As we begin the week, consider these questions, and clarify the type of change that is necessary within your organization: strategic, structural, cultural, or process change.

b) Understanding the Organizational Change Process

We'll lay out the groundwork for the week by discussing the successful organizational change process—and the research that backs it up. Our process will guide you and your team through the entire change cycle from setting the strategic direction to detailing a workable implementation plan. Our faculty will also share several vivid best-practice stories of real organizations in both the private and public sector working nimbly through major change initiatives.

Learn more about:

• Effective frameworks for managing change
• Your role as change agent
• How to promote awareness of the need for change
• Setting the strategic direction
• Assessing readiness for change
• Approaches for whole-system involvement

c) Helping Harmon, Part One

Participating in a multimedia change management simulation, your team will interview up to 20 senior managers of Harmon Health, a model company in the pharmaceutical industry. How ready are they for change? Do they all agree on what the organization should do? Who are the potential leaders of the change effort?

d) Creating the Energy for Change

We will explore how you, the change architect or leader, can mobilize resources and achieve the goals of the change initiative. Energy comes from proper diagnosis, so we will discuss how to diagnose the inevitable resistance to change by drawing on the work of Maurer, Janssen, and Lindstrom. Learn about the intellectual, personal, and cultural factors at play and their implications for the change strategy.
Develop tactics to avoid "energy traps" such as:

• Inertia Trap—the organization is either spoiled by past success or bereft of confidence by successive failure
• Corrosive Trap—internal barriers block forward movement
• Acceleration Trap—change at warp speed leads to exhaustion and burnout

e) Helping Harmon, Part Two

Your small group will complete the Harmon interactive multimedia simulation. Develop a thorough change management solution for the model organization, from early readiness assessments to final implementation, and receive immediate feedback. How well did your team do?

f) Creating the "Why, What, and How" of Change

• Learn to prepare for and build the roadmap for change, from analyzing stakeholders to deciding on intervention approaches and techniques. Discover how leading Canadian organizations
  managed and erased resistance and mobilized commitment to achieve results that made headlines
• Perform an effective internal and external trends analysis
• Define the challenge, scope, and boundaries of the change
• Help your colleagues understand the need for change with compelling involvement strategies
• Practice visioning techniques to help your team imagine a powerful and preferred future, and to create priorities and high- level strategic goals
• Decide on meaningful measurement tools

g) Communicating Change

A major piece of the change management process is communications: informing, involving, and consulting with key constituents. How do you communicate the mission of a wide-ranging project to various stakeholders? Which communication strategies work best to bust through roadblocks?

Come away with:

• A communication model and template to help you plan a multi-pronged strategy
• A stakeholder mapping tool to identify groups with similar communication needs
• Practical advice on how to craft messages for particular groups

h) Debrief and "Back Home" Planning

Complete your change map and use our Change Management Checklist to ensure your change initiative is a success. Find out where to anticipate pitfalls. Get coaching and feedback from our faculty and other participants on your change plan.

Interactive learning

You can test how much you have learned in our interactive multimedia change simulation. Think of it as a "flight simulator" for change and hone your skills before you take on your own organization's challenges.

Takeaways

• Change Project Planning Workbook
• Analyzing Resistance Scale and Planning templates
• Transition structure and communication planning templates
• Change Style Indicator
• A custom-made report diagnosing a change project in your organization, based on an online survey* that you may complete before the program

*Completion of online survey is optional

Organizational benefits

• Ensure all essential steps of a robust change management model are followed
• Move through change projects faster and realize intended outcomes
• Build internal capacity to manage change with rigour
• Benchmark efforts against hundreds of other organizations

This program is designed for human resources and labour relations professionals, union members, and change leaders who want in-depth experience in how to plan and lead change

Job titles and organizations of some recent attendees:

• Alternate Service Representative, CAW Local 222
• Consultant, Adkins & Associates
• Learning & Development Specialist, Queen's University
• Manager, Ministry of Natural Resources
• Human Resources Manager, Ontario Power Generation
• Director Business Systems, Agriculture and Agri-Food Canada
• President, Retail, Wholesale & Department Store Union (RWDSU)
• Organizational Development Manager, Staples Business Depot
• Associate Human Resources Business Partner, Workplace Safety & Insurance Board
• Director Human Resources Services, The Royal College of Physicians and Surgeons of Canada
• Manager, Program Coordination Canadian Air Transport Security Authority
• Manager, Kerry's Place Autism Services
• Manager, Human Resources, TELUS
• Director, Employee Relations & Recruitment, Enmax Corporation
• Information Management Portfolio Manager, House of Commons
• Division Specialist, OD & Communications, Goodrich
• Workplace Learning and Performance Specialist, Industrial Accident Prevention Association
• Manager, Strategic Planning, Canada Border Services
• Senior Asset Analyst, Halton Region
• Senior Manager People and OD, South East Community Care Access Centre
• Manager, Labour Relations and Negotiations, Department of National Defense
• Business Improvement Coordinator, Halton Region
• Director, Labour & Employee Relations, Queensway Carleton Hospital

Carol Beatty

Carol Beatty was the director of the Industrial Relations Centre (IRC) at Queen's University in Kingston, Ontario, from 1996 to 2006 and concurrently an associate professor with Queen's School of Business.

An acknowledged expert on change management, Carol focuses her research on the areas of human and organizational issues resulting from the implementation of various types of change. She has recently completed a major study of the key success factors in the implementation of approximately 350 change initiatives and is currently completing case studies of successful change leaders in action. Previous research isolated the components of high-performance teams by studying over 180 functioning teams in Canadian organizations. Her writings have appeared in such prestigious journals as the Sloan Management Review, Human Relations, the California Management Review and the Business Quarterly. Her recent books include the Building Smart Teams (2004 with B. Barker); Employee Ownership: the New Source of Competitive Advantage (2001); and Facilitator Guide: Building High Performance Teams (1998 with B. Barker). Many of her discussion papers are available for download from IRC's Knowledge Centre. more...

Sharon Parker

Sharon Parker has demonstrated expertise in individual and organization development and change management, and has held a number of senior advisory positions within the Canadian federal public service and the private sector.
Sharon is the President of CoreShift Inc., specialists in supporting executives in leading individual and organizational change.

During her years with the federal government, Sharon successfully built two change management and leadership coaching practice groups.  Her key government clients have included Canadian International Development Agency, Public Works and Government Services Canada, Department of Indian and Northern Affairs, Citizenship and Immigration Canada, Department of Justice, Public Health Agency of Canada, Human Resources and Skill Development Canada, Industry Canada, and the Canadian Public Service Agency.  Based on one of her very successful client engagements, Sharon recently co-authored an article titled “Overcoming Change Fatigue Through Focused Employee Engagement” for the OD Practitioner journal (Vol. 41, No. 4, Fall 2009).

Before joining the public service, Sharon worked with Accenture (formerly Andersen Consulting) providing change management consulting services to provincial and federal government departments in Canada and to the U.S. federal government. more...

Toronto: The Old Mill Inn (May 14-17, 2012)

Queen's University IRC is proud to present this program at The Old Mill Inn, located at 21 Old Mill Road, Toronto. Please contact the Inn directly for rate information and to book your accommodation. Phone 1-866-653-6455 or visit the Inn's web site at http://oldmilltoronto.com/index.php

Calgary: Calgary Marriott (Oct 02-05, 2012)

Queen's University IRC is pleased to present this program at the Calgary Marriott. The facility is located at 110 9th Avenue SE, in downtown Calgary. For more information and to reserve accommodations at the Marriott, please call (403) 266-7331 or visit their website at www.marriott.com/hotels/travel/yycdt-calgary-marriott-hotel.

Kingston: Four Points (Oct 22-25, 2012)

Queen's University IRC is proud to hold this session at Four Points by Sheraton Hotel, located at 285 King Street East, in historic downtown Kingston. Hotel rooms are available to participants at a special rate until one month prior to the program. Following your registration for the program, we will provide you with an unique link for hotel reservations. For more information on the hotel visit http://www.fourpointskingston.com/.