Learning & Coaching as Change Enablers
Are change behaviors supported at the level of the individual?
This module explains how learning & training programs and organizational coaching (sometimes known as ‘mentoring’) are a vital part of helping individuals affected by change initiatives to adopt new behaviors, adapt to the shifting circumstances and remain engaged. The module shows how the journey that individuals undergo during a change initiative is sometimes conceptualized as a ‘change curve’, and how learning programs and coaching can assist those people to progress along the curve. Factors to consider when creating learning and coaching programs are also explored.
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14 page facilitator guide
4 engaging training activities
29 slide presentation deck
05:45 min summary video
6 resources in reading guide
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Explains concepts in a concise, memorable manner. Includes a bulleted summary at the conclusion and matching job-aid handout PDF.
Comprehensive yet easy-to-follow instructions for facilitating workshops with the above training activities. Includes useful tips and sample answers to questions. No expertise in the topic area is required.
Presentation Slide Deck
For use during workshops in both PDF & editable PPT formats. Slide numbers for each activity are referenced in the Facilitation Guide.
RESOURCES LISTED: 6
Useful for participants wishing to deep dive into the module topic with links to the web's best articles, books and tools. PDF format.
Everything you need to facilitate successful training activities.
- Coaching tip cards
- Coaching using G.R.O.W. template
- Commitment to change postcards
- Four Common Responses to Change Terminology flash cards
- Job-aid summary
- Nuance cards for nuances of communication activity
- Senario cards for nuances of communication activity
- Terminology flash cards
- Training Needs Analysis
- Types of Change poster (4 pages)
- Change Readiness Assessment – Glenvale
- Glenvale scenario – Training Needs Assessment
- Stakeholder profile – Admin Team Leader
- Stakeholder profile – Admin
- Stakeholder profile – Clinical Staff
Tools & Templates
Used during training activities. These can also be used for change implementation.
- Stakeholder training needs analysis template
This module will activate your organization to:
- This module can be used to help organization members understand what features of an organization interact to form the emerging property of its culture, and prompt them to recognize these varied features in their organization.
- To clarify the distinction between change initiatives that consider an organization’s culture and those that attempt to influence it.
- This module can be shown to senior leaders who are ambitious to promote cultural change within an organization, and to demonstrate the ongoing commitment and support required from those leaders to achieve sustained cultural change.
- This module gives a clear example of how a change team would alter their approach to a change initiative based on the cultural differences between two otherwise similar organizations.
- Members of multinational organizations can use the module to demonstrate the need to adapt and customize a change implementation plan to local conditions, due to national cultural differences.
- The module can act as a primer to a cultural inventorying assessment and thus demonstrate the need to understand the nature of the organization’s unique culture.
This module will empower your teams and individuals to:
- understand the importance of organizational coaching programs throughout change initiatives
- learn a coherent and popular model for structured coaching that can be employed both during change as well as during general management
- understand that informal and peer-based learning programs can be more effective than formal classroom-based learning programs
- learn techniques for fostering a spirit of collaborative learning
This module is ideal for use at this stage of change implementation:
Summary Video & Discussion
TARGET AUDIENCE: All learners SUGGESTED TIMING: 15 - 30 minutes
The module subject-matter is introduced using a short animated video. The knowledge-check and personal reflections questions are then used to explore learners’ understanding and experience before moving on to other connected activities.
Facilitators can make use of a range of techniques such as brainstorming or debates to explore the knowledge check questions.
Use examples of learners’ experiences in the supplementary activity which follows.
Training Needs Analysis
TARGET AUDIENCE: All learners SUGGESTED TIMING: 45 - 60 minutes
This activity builds on the stakeholder analysis, gap analysis and change readiness assessment completed in previous modules. If these have not been done, the generic scenario is available.
For this activity, learners work in small groups to write a Training Needs Analysis. This is based on what they already know about their stakeholders, their gap analysis, and their stakeholders’ readiness to change.
TARGET AUDIENCE: Learners new to change SUGGESTED TIMING: 30 - 45 minutes
Drawing on their previous experience of coaching and the understanding they have now gained about resistance to change and the four common reactions to change, the less experienced learners create Tip Cards for themselves to help them should they ever need to coach somebody. These cards could include things to remember to do, questions to ask, behaviors to look out for, or reminders of such things as common reactions or the Change Curve. Learners should take these away with them for use as part of their work.
Coaching Role - Plays
TARGET AUDIENCE: Executives, experienced change agents, sponsors SUGGESTED TIMING: 30 - 45 minutes
In this activity, experienced change leaders, executives and managers divide into pairs and conduct role-plays, exploring ways to coach people with different responses to various change scenarios. The pairs select a change scenario and a response at random. Playing the role of a stakeholder receiving coaching and a coach, the pairs explore ways in which they can coach the person to overcome their anxieties or direct their energies positively to assist the change.
Learners should work in small groups and the activity should end with each group presenting their as is and to be processes to the other groups and receiving feedback from their fellow learners.
This module will boost engagement levels during the following change methodology stages:
|Change Management Methodology||Stage / phase|
|AIM (Accelerated Implementation Methodology)||Develop Reinforcement Strategy|
|Kurt Lewin’s Three Stage Change Model||Change: Involve people in the process|
Refreeze: Provide support and training
Refreeze: Develop ways to sustain the change
|Prosci Enterprise Change Management Model||Implementation: Create change management plan|
|Prosci Change Management Levers||Coaching lever|
|Bridges Leading Transition Model for Change||The Neutral Zone: Provide learning opportunities|
|Beckhard and Harris Change Management Process||Empowering others|
|John Kotter Eight Step Model for Change||Incorporating Changes into the Culture|
|ADKAR Model for Change Management||Ability|
|The Change Leader’s Roadmap model||Phase VIII – Celebrate and Integrate the New State|
|Kubler Ross Change Curve Model||Acceptance|
|LaMarsh Change Management Model||Sustain the Change|
|People Centered Implementation (PCI) Model||Sustained Personal Performance|
|Viral Change Roadmap Model||Sustain|
|General Electric Change Acceleration Process (CAP)||Mobilizing Commitment|
Making change last