A Practical Introduction to Change Management and Leadership for Managers and Project Managers
InstructorMike ClaytonEditorial course preview
These 2 complementary views highlight concrete, legible examples from the course presentation.
The presenter discusses resistance to change using a visual model of concentric circles, highlighting the common objection that employees do not understand the reasons for organizational shifts.
The presenter stands in a virtual environment featuring notes labeled 'You' and 'Me' alongside a second figure, illustrating interpersonal dynamics relevant to change management.
The curriculum provides specific analytical frameworks such as Mad-Sad-Glad exercises, Perceptual Positions, and Stakeholder Triage to manage transitions.
Instruction integrates role-play scenarios and a central case study workbook to connect theoretical concepts to real-world organizational contexts.
The focus on specific models like Lewin's may overlook other established frameworks such as ADKAR or Kotter.
One signal suggests the case study workbook may contain pages that do not align perfectly with the video instruction.
The content aligns with the target audience of managers and leaders through its focus on organizational life.