Change Management Certification training course

Change management training
Change management training

Change Management Certification Training Course

Focusing on both the process and the people aspects of organisational change, the change management Foundation and Practitioner certification teaches you powerful, practical skills for managing change, such as assessing the impact of change on people, understanding the organisation’s change readiness, and designing a change management approach suited to that organizational context.

On this highly practical course, using real-life examples, you will learn to minimise the stress that transition can cause and gain the confidence to engage and support people through the change lifecycle, overcoming resistance to change and dismantling the barriers to communicating change.

This globally recognized qualification, accredited by APMG International, is the definitive certification for professionals dealing with organizational change, transition and transformation.

Change Management Certification Training Course Overview

The change management course content has been designed to cover these five main areas:

  • Organisational context and approach
  • People and change
  • Change leadership and teams
  • Stakeholders and communication
  • Work of the change manager

These sections align with the structure of the accompanying change management course Study Guide.

Each main topic area included considers how the topic relates to best-practice theory, how to apply it and the context in which it can be applied.

Change Management Certification Training Course Content

Who is it for?
Foundation level
  • Anyone interested in understanding the basic principles of achieving successful organisational change, transition or transformation
  • Team members involved in organisational change, transition or transformation projects
  • Professionals pursuing the Change Management Practitioner certificate, for which the Change Management Foundation certificate is a pre-requisite
  • If you are a project, programme or change manager and either responsible for or involved in implementing change, then this course will give you a good knowledge of change theory, together with a set of practices to improve your effectiveness

 

Practitioner level
  • Aspiring or current managers of organisational change, transition or transformation
  • Those performing key roles in the design, development and delivery of organisational change programmes, including; Change Project Managers, Transformation Managers, Senior Responsible Owners, Business Change Managers, Change Programme Managers, Operational Line Managers
What are the course objectives?
Foundation level
  • Explain the current context of change and how this is evolving
  • Understand major drivers of change and the organisational context of a change including the effects of organisational culture
  • Describe different approaches to planning and delivering change, including the value of collaborative ‘co-design’ approaches
  • Assess the impact of change and identify ways to support people through change, developing strategies to overcome resistance and build motivation for change
  • Support people who are in key change roles and help them build an effective change team
  • Explain how understanding of human dynamics and organisational context is changing the way we approach change
  • Analyse stakeholders and power dynamics to develop appropriate engagement strategies and develop effective communication and engagement plans for change
  • Identify different types of measurement that can be used to track the effectiveness of change management activities and apply change analytics for change management

 

Practitioner level

In addition to the application of Foundation learning, Practitioner course participants will be able to:

  • Apply key principles to define what needs to be learned by those involved in a change initiative
  • Understand how to provide effective and developmental feedback to support others through change
  • Apply coaching principles when supporting change leaders at every level
  • Demonstrate how to recognise and deal with different sources of conflict during change
  • Consider effective ways to facilitate groups to enable collaboration and co-design of change.
  • Understand ways to sustain change by identifying organisational levers, adoption approaches and reinforcing systems to help embed change in an organisation

A further key objective of the Foundation and Practitioner course is to help participants prepare for the Foundation and Practitioner exams.

Course content – Organizational Context and Approach

This section offers ways to understand the organisational context in which change is happening, and describes different approaches to change, based on the type of change you are aiming for.

Scene setting
  • Change management and benefits
    The links between benefits realisation and effective change management
  • Levels of adoption (Kelman)
    Early in the change initiative, it helps to understand the type and level of change required, so that effort can be focused and applied appropriately.
  • Cynefin model – simple or chaotic change
    With any organizational change understanding the current situation and what we are dealing with is an essential first step. This model can help you explore how well we understand the current situation and how much complexity there may be.
  • Planned and emergent change
    Typical types of organisational change are discussed to consider how to approach managing them
  • Systems thinking
    A useful approach for considering the wider impact of change and where competing pressures may be that can block change.
  • Organisational culture
    Culture seeps through in every aspect of organisational life. Changes large or small can have an impact on different layers of culture, even when it is not intended.
  • Force-field analysis
    An effective tool for identifying competing pressures around change, those factors that help drive the change forward and those that are potential barriers or causes of resistance.
Structuring approach to change
  • Co-design
    What this approach is, what it is not, when and how to apply it and the potential pitfalls.
  • ADKAR
    This is a commonly used approach which can provide a high level framework for change.
  • Evolving the n-step process
    There are many organisational change management models. They typically consist of several steps to be followed. Since the number of steps vary, a collective ‘n-step’ title is used for these approaches.
  • Delivery strategy and change management
    The way in which change deliverables are implemented will impact the way change is managed and supported. Four main approaches for implementation are compared.
  • Agile practices
    Agile practices that draw on common agile principles, concepts, mindsets, behaviours and techniques.
  • Continuous change management cycle
    The second edition of the Change Management Body of Knowledge introduces a change practice framework, based on continuous and adaptive planning. The typical phases of a continuous change management cycle are included.
  • Change managers and agile practices
    Use of agile techniques in a change management context is helpful. Core principles, capabilities and practices that change managers can incorporate during change are covered.
  • Change strategy
    The purpose of a change strategy and its key components are listed and consideration given to how they may need to be adapted to suit different types of change.
Course content – People and Change

This section is about the human side of change, how people respond to change, how they learn and how to apply different motivational theories to support people through change.

Human responses to change
  • People are all different
    People are different and they can respond to change in very different ways. Understanding individual differences between people can help you be more effective at connecting with them and managing stakeholder relationships.
  • Introduction to neuroscience and change
    The aspect of neuroscience that has most to do with managing organizational change is ‘social neuroscience’. Insights from neuroscience help strengthen and give renewed credibility to recommendations about managing organisational change.
  • The change curve
    The change curve shows how personal performance, energy and a person’s mood and emotions can vary through the normal process of change.
  • Leading the change journey
    Phases of transition are experienced by people, in their own personal way. There is useful guidance here about how to support people through these phases.
Human motivations / drives
  • Reward and punishment
    Models from behavioural learning theory, around modifying behaviour, are considered in the context of organisational change.
  • Positive psychology and resilience
    Concepts from positive psychology and their link to personal resilience are discussed. Appreciative Inquiry as an approach for supporting change management is also considered.
  • Change formula
    The change formula offers a way to understand and discuss factors that can contribute to change happening or blocking it.
  • Survival and learning anxieties
    These can act as driving or opposing forces during change, that act as motivators or potential causes of resistance to change.
Learning and change
  • Competence and learning
    Change typically requires learning to take place. The conscious competence learning model describes the stages that learners go through when learning something new.
  • Learning process and individual preferences, learning dip
    People can have different preferences for the way they like to learn. It is useful to understand these different learning preferences and learning styles and the steps through the learning journey.
Course content – Change Leadership and Teams

This section covers the range of different roles that change managers need to build relationships with and the role of leadership in creating psychological safety, and a climate of trust, that supports organisational change.

Leadership through change
  • Key roles in the change process
    Change managers need to understand the key roles they typically need to connect with and work with during the change lifecycle.
  • Role of a change sponsor
    The Sponsor’s role is a critical contributor to successful change. It is helpful to understand their role and the list of priorities for sponsors to focus on.
  • Change agent’s role and personal influence
    Change agents play a key role in supporting change. Consideration is given to what is required of them and how they can be effective in their role.
  • Role of local leadership in change
    Line leaders or middle managers are at the heart of organisational change. Understanding how to engage them in change is key for successful change.
  • Leadership and psychological safety in change
    Leaders can establish core conditions to build psychological safety for people facing change. This helps build trust, relieve learning anxiety and build resilience that facilitates personal change.
  • Leadership shaping organisational culture
    Change will typically impact culture, so it is helpful to understand the mechanisms by which culture is communicated.
Teams and change
  • Team structures and change
    For any organisational change initiative, it is important to consider the variety of teams and team structures that occur within the organisation and how to tap into them to build readiness for change.
  • How teams develop (Tuckman)
    Effective teams are need for successful change. Team dynamics can change as the change progresses, so it is helpful to understand the stages of team development.
  • Assessing and growing team effectiveness (Lencioni)
    This model identifies five dysfunctions that are typically seen in an ineffective team. These dysfunctions point to five positive characteristics that can be developed to create an effective team.
  • Harvesting the value of team diversity
    Diverse teams can have distinct advantages over less diverse ones. Included are recommendations for how to harvest the benefits from having this diversity.
Course content – Stakeholders and Communication

This section focuses on stakeholder analysis and means for effective communication and engagement, covering what you need to know to develop a robust and structured approach to change communication and stakeholder engagement.

Stakeholder engagement
  • Stakeholder definition and identification
    The first step in effective stakeholder engagement is to identify stakeholders. Useful questions to consider when doing this are included.
  • Stakeholder analysis
    Having identified stakeholders, analysis is needed to understand more about them, starting with segmenting them into logical groupings and understanding their levels of interest in the change.
  • Stakeholder levels of power and stakeholder mapping
    Understanding power sources and attitudes to power is helpful for understanding stakeholders and how best to prioritise where you will put the effort in managing stakeholders.
  • Building engagement
    There are always likely to be barriers to stakeholder engagement. Understanding principles for building engagement with stakeholders, during change is helpful.
  • Planning stakeholder engagement
    Defining clear outcomes for engaging with stakeholders is an essential step to allow you to develop an effective stakeholder engagement strategy.
Communication
  • Basics of communication theory
    Early models focused on the mechanics of communication. However, understanding the human complexities at play is necessary for meaningful communication to take place.
  • Barriers to communication
    There are many potential barriers to communication during change. Understanding these barriers is an important step for dealing with them.
  • Messaging to communicate change
    Well-crafted messages for communicating change need to be sensitive to the potential impact of change on people, build understanding of the need for change and gain people’s commitment to get engaged in change.
  • Communicating change – hearts and minds
    Communication and engagement approaches need to appeal to people’s hearts as well as minds. Having just the logical reasoning to explain the drivers for change is not enough, you also need to appeal to their emotions.
  • Ways in which we connect with people
    Given the extensive range of ways in which we can communicate with people, it is easy to overlook the basic means of communicating and connecting with others.
  • Communication channels
    Identifying the range of communication channels available and understanding how and when they can be used effectively, will make a big contribution to change success.
  • Communication planning
    For change communication to be successful, effective planning and focused effort are needed all the way through the change process. Included is an outline of a typical change communication strategy.
Course content – Work of the Change Manager

This section focuses on change impact analysis, dealing with resistance to change, and putting in place effective measures to understand if your change efforts are achieving the desired results.

Assessing impact / severity
  • Assessment of change impacts
    How to assess change impacts from different stakeholder perspectives and how to categorise these change impacts are considered. This information can help identify potential barriers to achieving the intended change outcomes.
  • Change impact severity
    It’s also helpful to understand the severity of the change impacts for the different stakeholders, in order the understand the risks involved and consider how to deal with them.
Resistance to change
  • Underlying causes of resistance
    Understanding the root causes of resistance will increase the likelihood of choosing a suitable response to address it.
  • Reasons for resistance
    Typical reasons for resistance during change are listed along with suggested ways to deal with this resistance. These are useful for understanding how to support people through change.
Change analytics
  • Measurement types
    It’s important to identify and agree suitable measures and indicators that reflect progress and demonstrate whether a change initiative is on track.
  • Building a change analytics strategy
    Change analytics is about measuring the effectiveness of change interventions and the likelihood of benefits realisation. Types of suitable measures are considered along with the means to gather and evaluate data during change.
How will I benefit?
  • As an individual taking the course, you will develop your understanding of change and what it means, identify the negative impacts that change initiatives can have and learn how to address these so you can manage change initiatives successfully. You will also be recognised as a dependable manager of organisational change and gain a widely recognised professional qualification.
  • As an organisation, the successful completion of this course will demonstrate your people have a good understanding of change, its benefits and its impact on groups within the organisation.
Exam structure
Change Management Foundation level exam
  • Multiple-choice format and closed book
  • 40 minutes duration, with 50 questions
  • Pass mark 50%
  • Takes place on the afternoon of the third day
    You need to have achieved the Foundation level certification to go on to the Practitioner level certification

 

Change Management Practitioner level exam
  • Multiple-choice format and open book
  • 2.5 hours duration, with 80 questions
  • Pass mark 50%
  • Takes place on the morning of the fifth day

Included in your Change Management training

The Change Management Study Guide

For in-company courses, you can run this programme in the most convenient way for your organization, either over 5 consecutive days, or split into separate modules.

Getting started

Learn how to manage constant change and bring your people along with you, whilst also attaining your Change Management Certification.

If you would like to run an in-company course or want to have a chat to find out more

What our client’s say

Kirsty Richardson Testimonial
ChangeQuest 5 star rating

“Fantastic insight into change management principles. Really enjoyed the Change Management Practitioner course. The end to end process worked extremely well – very responsive and efficient. Fantastic presenter, a good mix of encouraging, inspiring and engaging.”

Kirsty Richardson, Head of Internal Communications and Employee Engagement, SGN

Abbie Elkins Testimonial
ChangeQuest 5 star rating

“My aim was to learn a more comprehensive view of Change Management models and best practice. I have gained from the course new techniques and further understanding across all areas of Change Management. I really enjoyed the format and the course being over Microsoft Teams worked well in terms of logistics. It was very useful also to have a range of resources available to download and keep for later use.”

Abbie Elkins, Project & Change Analyst, Broadcast Media

Read what our clients have said about Change Management training with us

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