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The group seminar series CHANGE.

This seminar series is tailored to the specific needs of the organization.
It can for example be three seminars three hours each:

New Goals

Seminar 1

The Change Process:
Change management (the PACE model, see below), openness, time scheduling, the needs of the employer / of the employees, reactions of resistance and crisis.

Basic Communiaction

Seminar 2

Lecture and practical exercises in
Basic Communication. Strategies for minimizing
the risk for others experience the communication
as intimidation or even attack.
Strategies for giving and receiving feed-back.

The Group

Seminar 3

The group process. Form, norm, storm, start working. Cultural clashes, conflicts, mobbing.
Basic Negotiation, strategies for win-win

The PACE model for Change Management

The Change Manager (who can be the boss but need not be that person)
is responsible for leading the change process in a structured way, and to make everyone involved aware of which phase of the change process that is going on at the moment, and to complete the work in this phase before continuing to the next.

1) Propose

In this phase proposals are brought forward. These can come from the management and/or from co-workers. Brainstorming, investigations, consequence analysis, risk assessment and management, etc.
Important that it is very clear that no decisions have as yet been made.

2) Anchor

In this phase the Change Manager "anchors" one final proposal for the change. Everyone is encouraged to express their opinion about it, even if they do not like it. But, from each and every one involved, the Change Manager requests a clear and unequivocal commitment to accept the proposal and to co-operate in the coming change process, even if one dislikes the proposal or has objections.
When the anchoring process is completed, a decision is made for the implementation of the proposal of change.

3) Change

In this phase the change is implemented. Based on the analysis work done in phase 1, and taking into account new facts and objections from phase 2, one here produces a time schedule, resource allocation, key measurement factors and measurement methods, change program organization.
The change is implemented and the implementation process is followed up.
When the criteria defined for completed implementation are met, this phase is finalized, and an "ordinary" work phase starts again.

4) Evaluate

This fourth phase in a change process shall have been planned in connection with anchoring and decision making. This phase shall start after a reasonable period of "shaking systems down" and experiencing the every-day results of the change. In this phase the results an evaluation is made of the results of the change, compared to the results expected in the proposal. If the ambitions have not been met, or if unforeseen consequences have occurred, a new change program is now defined. This may though be a smaller program, focused on "finishing up" and optimizing.

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