Intercultural Change Management
In the modern market economy, we have to deal with rapid change. They cover both the external environment of the organization (including ever-increasing competition, changing requirements and expectations of customers, technology development or mergers and acquisitions), as well as the interior of the same organization (internal restructuring, business development and management vision).
In order to effectively support international companies on their way to make changes we have prepared a special training addressed to the change leaders, who are responsible for the implementation of the changes in the organization. Training will prepare them and will help in the process of change.
Explain the specifics of the processes associated with implementing the change. The Leaders will learn how to systematically identify, plan and carry out changes in co-operation with colleagues, often with their massive opposition. In further the training shall enable them to learn the basic principles and methods of modification of the organization. The training will help them to indicate potential collaborators and likely response to the proposed change and learn how to eliminate the negative effects of initiating and making changes, including changes in reaction recipients.
Benefits of Change Management Training
The aim of the Training “Change Management in the Multicultural Context is to show how to make changes in the company and how to participate in the process of their implementation. Due to the theory of human behaviour any change involves two conflicting feelings: fear and hope, and the ratio of workers to changes can range from ardent support to overt hostility. This diversity of reaction is the reaction to the fact that the changes may involve both: the benefits and facilities, as well as nuisance, annoyance, inconvenience and loss. Therefore, based on the pre training audit, we agreed that the primary goal of the change management training will be the following factors:
- Understanding the changes
- Role of the leader and self-management in the change
- Leading others through change
- Communication in the process of implementation,
- Organisation and conduct of meetings about the change implementation for the Polish-German team
In addition to the information above the main point is the motivation and inspiration to implement change, to show them the necessary skills and gain their “first” practical experience during training and team simulation.
Course Content
Below are possible training modules. The detailed training program will be presented after the consultation and after identifying the needs and expectations of the participants.
Our Methods
We adapted the Kolb’s learning styles to experimental learning and developed the Change Management Programme based on the Learning Cycle’ . It provides a helpful simple diagram of the process of experiential learning, which is broadly: DO – REVIEW – DEVELOP – IMPLEMENT
Having developed the model over many years prior, David Kolb published his learning styles model in 1984. The model gave rise to related terms such as Kolb’s experiential learning theory (ELT), and Kolb’s learning styles inventory (LSI). In his publications – notably his 1984 book ‘Experiential Learning: Experience As The Source Of Learning And Development’ Kolb acknowledges the early work on experiential learning by others in the 1900’s, including Rogers, Jung, and Piaget.
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All learning solutions are designed according to who we are training. Some participants need assistance with the new work culture, some prefer help with how to overcome mental challenges, others need to learn how to work in an international team. The finial program depends on earlier collaborative consultations and our training needs assessment results. Bellow possible training proposal.
