- Description
- Curriculum
- Reviews
Week 1.1 - Foundations of Change Management
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1The Multi-Dimensional Definition of Change ManagementText lesson
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2The Strategic Imperative – Why Change Management Defines Organizational LongevityText lesson
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3Key Objectives of Change Management7m 15s
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4The Role of Leadership in Change ManagementText lesson
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5Leadership Tasks and Behaviors – The Mechanics of TransformationText lesson
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6Servant Leadership – The Inverted Pyramid of TransformationText lesson
Week 1.2 - Drivers of Organizational Change
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7Organizational Growth and Restructuring – The Dynamics of the Corporate Life CycleText lesson
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8Leadership and Management Shifts – Navigating the Modern Corporate Landscape8m 14s
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9The Human Factor—Aligning Performance and CultureText lesson
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10Market Competition and Globalization – The External Architect of ChangeText lesson
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11Technological Innovation and the Digital Transformation MandateText lesson
Week 1.3 - Types of Organizational Change
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12The Spectrum of Change – From Evolutionary Fine-Tuning to Radical MetamorphosisText lesson
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13Intentionality and Emergence – Navigating Planned and Unfolding ChangeText lesson
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14Structural Change—Architecting the Global EnterpriseText lesson
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15Cultural Transformation—Rewiring the Organizational DNA6m 34s
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16Process Change—Optimizing the Organizational EngineText lesson
Week 1.4 - Managing Resistance to Change
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17The Dynamics of Organizational Inertia: Mastering Change Management7m 16s
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18The Inner Landscape: Navigating the Psychology and Emotion of ChangeText lesson
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19The Anatomy of Defiance: Behavioral Manifestations of ResistanceText lesson
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20Strategic Interventions: Methodologies for Overcoming Organizational ResistanceText lesson
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21Orchestrating Transformation: The Architecture of Change AgencyText lesson
Week 2.1 - Visionary Thinking & Strategic Planning
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22Management vs. Leadership - Balancing Tactical Rigor and Strategic VisionText lesson
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23Architecting the Future - Preserving the Core while Pursuing Audacious Goals7m 48s
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24The Transformation Blueprint - Leveraging Crisis and Holistic CapabilitiesText lesson
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25The ROI of Emotional Intelligence - Connecting Corporate Climate to Financial PerformanceText lesson
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26The Pillars of EI - Mastering Self-Regulation and Social Awareness for Global InfluenceText lesson
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27Empathetic Leadership Styles - Building Resilience and Overcoming Survivor SicknessText lesson
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28Strategic Foresight - Navigating the Volatility and Ambiguity of a VUCA WorldText lesson
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29The Adaptive Enterprise - Flipping Dilemmas and Fostering Radical OpennessText lesson
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30The Strategic Glue - Orchestrating Change through Transparency and NarrativeText lesson
Week 2.2: Behavioral Strategic Planning
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31Individual Psychology and the Architecture of Organizational Transformation7m 6s
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32The Architecture of Adaptability: Openness to Experience as a Strategic AssetText lesson
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33Precision and Predictability: The Conscientiousness ConundrumText lesson
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34Social Cognitive Theory (SCT)Text lesson
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35McKinsey Influence ModelText lesson
Week 2.3: Challenges in Change Management
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36The Human Architecture of Organizational Change: Navigating Employee Resistance and PushbackText lesson
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37Kotter & Schlesinger Framework8m 10s
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38Poor Communication & MisalignmentText lesson
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39Communication StrategiesText lesson
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40The Leadership Deficit: Why Transformation Requires More Than ManagementText lesson
Week 2.4: Strategic Change Integration: Models, Mindsets, and Mastery
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41The Kübler-Ross Change Curve (Emotional Adaptation)Text lesson
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42The Strategic Continuum (Kotter & Schlesinger)Text lesson
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43Transformational vs. Transactional Change (Burke-Litwin)Text lesson
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44Cultural Assessment (The Competing Values Framework)Text lesson
Cultural Assessment (The Competing Values Framework)
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45The Five Dimensions of Change Model7m 23s
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46Adaptive Leadership – The Fluidity of Emotional Intelligence in ChangeText lesson
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47Case Studies of Successful Change ImplementationsText lesson
Week 3.1 : Frameworks for Navigating Global Organizational Transformation
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48Kurt Lewin’s 3-Step Model9m 1s
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49The Physics of Progress - Force Field AnalysisText lesson
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50John P. Kotter’s 8-Step ModelText lesson
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51Management vs. LeadershipText lesson
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52McKinsey’s 7S Framework6m 13s
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53Application in ChangeText lesson
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54Beckhard’s Transition ModelText lesson
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55Criteria of Evaluation - Hard vs. Soft MetricsText lesson
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56Short-Term vs. Long-Term EvaluationText lesson
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57OCAI (Organizational Culture Assessment Instrument)Text lesson
Week 3.2: Organizational Context and Dimensions of Change
Week 3.3 - Core Frameworks of Change Management: From Readiness to Execution
Week 4.1 - Strategic Change Management: Diagnostics, Integration, and Application
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68Strategic Architectures for Transformation – Synchronizing Scope, Speed, and Organizational MaturityText lesson
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69Aligning Change Models with Organizational Evolution6m 55s
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70The "Five Dimensions of Change" (Iterative Integration)Text lesson
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71Synthesizing Leadership Styles (Goleman)Text lesson
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72The Hard/Soft Synthesis (McKinsey 7S + Identity)Text lesson
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73Case Examples of Successful Model ApplicationsText lesson
Week 4.2 - Evolution of Change Frameworks and the Role of Emotional Intelligence
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74Kurt Lewin’s 3-Step ModelText lesson
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75John P. Kotter’s 8-Step ModelText lesson
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76The Burke-Litwin Causal ModelText lesson
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77Prosci’s ADKAR Model8m 5s
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78Historical Evolution of Change Management ThoughtText lesson
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79The Architect of TransformationText lesson
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80Integrating Level 5 Leadership and Narrative PowerText lesson
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81Leveraging Emotional Intelligence as a Strategic Change FacilitatorText lesson
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82The Six Leadership StylesText lesson
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83Handling Resistance with Emotional IntelligenceText lesson
Week 4.3 - Transformational Leadership and Participative Strategies
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84The Transformational Leadership FrameworkText lesson
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85Strategic Leadership ModalitiesText lesson
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86The Architecture of Trust: Navigating Transitions and RestructuringText lesson
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87The Democratic Leadership StyleText lesson
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88The Participation Continuum (Kotter & Schlesinger)Text lesson
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89The Coch and French Experiment6m 24s
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90Empowering Broad-Based Action (Kotter’s Step 5)Text lesson
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91Linking Personal Vision to Organizational GoalsText lesson
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92Middle Managers as Linking PinsText lesson
Week 4.4 - Managing Pushback and Balancing Stakeholder Needs
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93Diagnosing the Root Cause (Kotter & Schlesinger Framework)Text lesson
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94Social vs. Technical Resistance (Lawrence’s Perspective)Text lesson
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95Dispositional ResistanceText lesson
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96The Inquiry and Advocacy Model (Senge/Ross)Text lesson
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97The Strategy of "Honoring the Past" (Frei & Morriss)6m 4s
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98Communication Strategy ContinuumText lesson
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99Balancing Organizational Needs with Employee WelfareText lesson
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100Transparency and Fairness in Change ImplementationText lesson
Week 4.5 - Cultural Intelligence and Situational Leadership in Change
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101Adapting Change Strategies for Multicultural WorkforcesText lesson
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102Cultural Intelligence in International Change ManagementText lesson
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103The Six Leadership Styles (Goleman)Text lesson
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104Situational Strategy Selection (Kotter & Schlesinger)Text lesson
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105Developing Agile Leadership Capabilities for Continuous Change7m 9s
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106The Future-Ready Leader – Mastering the Ten New Leadership SkillsText lesson
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107Mastering the Dynamics of Unfolding ChangeText lesson
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Course details
Lectures
107
Level
Beginner
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