Change Management

Changing procedures, equipment or materials in production environments require special managerial attention.

First and foremost is the need to properly communicate the change to the affected employees. Failure to do this can put both personnel and product at risk.

One of the most common causes of failure is inattention to the issues surrounding change management. The key to success is change that is non-violent—that is, change that happens with a minimal use of power and the maximum use of collaboration and cooperation. This leads to a smoother and less traumatic transition with a higher quality outcome. NISS is skilled at leading supervisory personnel through the most effective ways to transfer information and then train floor personnel in adoption of the changes.

This guiding of the change process helps to minimize the negative emotions and the associated loss of energy and momentum often associated with change and the realignment of goals and objectives.

The NISS process is conducted in an educational setting and includes a 4 to 6 hour experiential program at the Brown Center at the University of New Hampshire. Class room work on a project of the participants choosing is a critical part of making this training relevant to the learner. This class is appropriate for all levels of management.

Change Management Seminar Syllabus

Scope:  This seminar was constructed to meet the needs of those managers in an organization that are charged with the responsibility to initiate and implement changes in their organization.

Purpose:  To discuss and explore the key elements of effective positive change management techniques with the intent that the manager will gain insight on the change management process.

Learning Objectives:

  1. The learner shall be able to verbalize the normal dynamics of change
  2. The learner shall be able to verbalize the concept of positive change techniques
  3. The learner shall be able to determine key barriers to change within their own organization and have a beginning plan to overcome these barriers
  4. The learner shall be able to verbalize an understanding of the change process to include positive aspects of the normal resistance to change.
  5. The learner shall be able to understand that how we set the process going forward determines the outcome. This will include discussions on style, communication, respect and the management of expectations.
  6. The learner shall be able to verbalize the concept of acceptable 80% outcomes.

Structure of Class:

  1. This class will be presented in a two day format.
  2. Participants will be required to bring materials to work on during the class as part of the instruction process. This may, at the discretion of the lead instructor, include a segment utilizing experiential reinforcement of the concepts listed above.
  3. This class will utilize break out sessions and group exercises and presentations to the instructors and others in the class.
  4. A PowerPoint presentation will provide the majority of the visually presented material. Use of easels and overheads will also be utilized as class size dictates.
  5. Maximum class size is projected to be 35.