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Managing Change

Course CodeBBS211
Fee CodeS2
Duration (approx)100 hours
QualificationStatement of Attainment

Learn to detect and respond appropriately to change

The world is a rapidly changing place and many people struggle to keep up.  Train in managing change and help organisations, businesses and individuals to manage train effectively 

Change is a fundamental part of any enterprise and survival depends on it. Whether it is updating procedures, replacing existing processes, or reshaping a business - owners and managers must understand how to plan and adapt to change.    

Learn to plan and prepare for change in a business or organisation.

  • Be prepared to react to problems before they happen, rather than scrambling to react when they arise. Adapt to behavioural, technological, social and economic change 
  • Understand different types of change (reactive, strategic, incremental, operational, directional and fundamental). 
  • Plan ahead. Develop processes to monitor and respond.
  • Be more aware and efficient in your management of any type of change.

Lesson Structure

There are 9 lessons in this course:

  1. Scope and Nature of Change Management
    • Change
    • Maslow’s hierarchy of needs and change
    • Common changes within business
    • Specific types of change in business
    • Tools for identifying if change is needed
    • Ansoff’s matrix
    • Boston matrix
    • Pestle analysis
    • An analytic approach change management
  2. Organisational Change Management (OCM)
    • Introduction
    • Goal setting
    • The pillars of organisational change management
    • The development of an OCM Strategy
    • Types of organisational change management strategies
    • Behavioural economics and behavioural science
    • Framing
    • Data collection
  3. Change Models
    • Forces for change
    • Challenges
    • 7 common change process models
    • Kubler ross model
    • Bridges transition model
    • Nudge theory
    • 7s model
    • Lewin’s change model
    • Kotter
    • Adkar model
  4. Responses to Change
    • Science and shifting norms
    • How does organisational change impact people?
    • Resistance to change and employee doubts
    • How to counter resistance to change
    • Reverting back
    • Responding to staff transparently
  5. Behavioural Change in Individuals
    • Introduction to human behaviour change
    • 3 steps in choosing a relevant approach
    • Behaviour and the brain
    • Stages of change model
  6. Techniques, Interventions and Approaches
    • Behaviour change techniques
    • Link the change technique to an intervention
    • The staircase model: an example of persuasion
    • Professional development as a behaviour change technique
    • Planning for change: different approaches
    • Data-driven change: analysis and re-analysis
  7. Sustainable Change
    • Why implementing sustainable change is important
    • Approaches to sustainable change
    • A model for sustainable change
    • Installation vs implementation
    • Neuro leadership
    • Support systems
    • Choice architecture
  8. Succession Planning
    • Prioritising succession planning
    • Critical roles
    • Approaches to succession planning
    • Agile project management
    • Business analysis as part of succession planning
  9. Project -Problem Based Learning Project

Each lesson culminates in an assignment which is submitted to the school, marked by the school's tutors and returned to you with any relevant suggestions, comments, and if necessary, extra reading.


  • Define change and change management, including the types of changes that can occur.
  • Learn how to plan, implement, and respond to change in organisations and workplaces.
  • Analyse a variety of change process models and review their potential outcomes.
  • Learn about human and organisational responses to change, including overcoming resistance to change.
  • Explain at an individual or personal level what underpins human behaviour change, what change does to the brain, and the basic science behind habit formation.
  • Explore behaviour change techniques in the context of specific interventions, applied at the personal level, and discuss the use of analysis and re-analysis in implementing more effective change.
  • Explain techniques to sustain change.
  • Define succession planning and how it can minimise the impact of change on a workforce or business and lead to successful business outcomes.
  • Decide on appropriate change techniques and strategies needed for a specific organisation.

Understanding the Cause of Change will Heighten Your  ability to Detect and Respond to Change.

Forces, such as new technology, competition, resource availability and so on can be an impetus for change. For example, new technology may make certain tasks easier and require less workers.  An increase in competition in the market where you sell your goods could mean that you need to change, diversify, reduce costs and so on.  A lack of suitable staff can mean that you must reconsider how your organisation is run and how you get new staff.  A new technology could also mean that more staff are required at the start to programme or install the technology. It may require new staff to maintain the technology. Trainers may be needed to train staff in how to use it.  

However, forces can also oppose change, resulting in the maintenance of the status quo.  This could be resistance from staff against a new technology or making new staff uncomfortable, so they leave. In any change process there are forces for stability acting against forces for change. These two opposing pressures will interact. They need to be identified, understood, and managed, for change implementation to be effective. 

  • Forces of change might include technology, supply/cost of materials and support services, market competition changes, and staff changes (quantity, quality, availability, attitude etc).
  • Forces against change i.e., forces for stability, might include complacency, fear of change, difficulty in retraining, cost (monetary as well as damage to attitude, staff motivation, relationships etc), disruption of group performance norms and more.