Transformational Change: Theory and Practice
Anytime--This e-course will address both a theory of organizational change and practical tools that can be used to lead and manage an organizational change effort.
There is nothing more permanent than change,according to many change experts.Change may not be an “engineering”problem,but rather may be a “people”problem.It can call up emotions,uncertainties,and inconsistencies. Simply managing changeisinsufficient; successful change requires leadership. People and organizations thatremain in the past become increasingly ineffective. Top leaders can make a real differ-ence by removing barriers and encouraging people to move forward,take risks,and“leap into the future.”This type of leadership needs ongoing regeneration for the ulti-mate success of future organizations.
Participants will be exposed to John Kotter’s eight-stage change model,which provides a practical frame-work to move organizations from the “mystery”of change to a comprehensible andplanned effort that greatly increases the chances for success. Participants will learnabout a concerns-based approach to change along with the ability to use and apply thepractical tools to manage a particular change. Finally,participants will learn how tobalance and rebalance organizational change using Marvin Weisbord’s six-box model.
At the conclusion of this course,participants will be able to:
- Describe the dynamics of change within the culture of a correctional system, organization, and agency.
- Explain the seven fundamental assumptions underlying the concerns-based adoption model (CBAM) of change.
- Describe the stages of CBAM and create strategies to help staff progress through the stages when involved in a change effort.
- Explain the diagnostic tools of CBAM, including the purpose and applications of each.
- Apply CBAM tools and construct an intervention taxonomy to address and manage a particular change effort using various case-study examples.
*[Explain the eight stages for successfully leading change, according to John P.Kotter’s work, Leading Change: Why Transformation Efforts Fail, and provide examples from personal experience that reinforce or challenge each stage.
- Describe each element in Marvin Weisbord’s six-box model for managing organizational culture, and discuss the interrelationships among them.
Correctional administrators and managers from all corrections disciplines who leadand manage the functions and operations of a particular corrections agency.
This program does not have a video.