Change Management


Change management is an important process in the life time of a company and comes into action when the trade performance is declining. But “change” is not easy at all. In order to be efficient, it must be properly and carefully planned, assimilated and understood by everyone and agreed by all the people involved in this process or affected by it. Because human nature does not respond positively to change, there are always obstacles hampering the process and consequently its quality. Then why should we change? What are the risks? How can we do this more easily? When should we initiate the process of change? Here are some questions whose answers fundament the topics of this course. The change process is presented in terms of its duality: it is both a personal effort, involving each and every employee, especially those who are in the “first line” and an organizational effort at the company level.


Participants will be aware of the requirement of going through this process in the evolution of a company and also of the need of its application when a situation requires it. By understanding the reasons underlying changes in the company, the employees realize the importance of their personal involvement in the process of change in two main directions: rapid elimination of personal resistance to changes and an active support of the transition process the company is passing through, each one corresponding to their hierarchical level. Familiarizing participants with the tools and leverage at their disposal to schedule and successfully implement a process of change at the company or department level.

Addressing to

Heads of departments, project managers, all the staff affected by the changes the organization is going through.

Duration: 3 days


1. Organizational change – a radical response in crisis situations

– Introduction to the process of organizational change
– Components of the changing process in a company

2. Approaching the change

– Introduction
– Understanding the causes underlying the change
– Needs and reasons supporting the change
– Resistance forces
– Change steps

3. Mobilization: a process of involvement – engagement – catalyzation of the parties affected

– Establishing a common vision on how the company will look like after the change
– What mobilizes and motivates people to make a change?
– Ways of understanding / acceptance for those affected by change
– Addressing / Communicating / Working methods depending on the typology of the group going through the change

4. Implementation: a “tough” aspect of the change

– Let’s make sure that the plan for the change is put into practice
– Which are the potentially difficult areas? (types of barriers: managerial, of perspective, of resources, of accepting the change by the people affected – six methods of overcoming change resistance)
– Harmonizing the suggested changes with the structure of the company (factors that hinder the progress of the changing process and methods of prevention)

5. Transition: how does the changing process affect the employees, both at personal and team level

– Does everyone know what the change consists in and what people expect from them before, during and after the changing process?
– Are there any methods to facilitate the transition of employees or teams?
– Professional and/or psychological skills needed by every employee for a correct adaptation to change
– Factors that contribute to ensuring the permanence of change

6. Leading the change process

– Leadership is necessary to successfully carry out an organizational change process
– Leadership goal, role and style in the organizational change process
– Monitoring the after-change process at certain time periods and acting consequently