Course Objective & Scope
Organisational change initiatives rarely stall because of technical design alone; they slow down when the psychological transition people go through is ignored. This programme explores the difference between situational change and internal transition using William Bridges' transition model, David Rock's SCARF framework (status, certainty, autonomy, relatedness, fairness) and Kegan and Lahey's Immunity to Change approach.
Managers learn to diagnose perceived loss, ambiguity anxiety and competing commitments behind surface resistance, and build a stakeholder response analysis and team change map for a live transformation in their organisation.
Who Should Attend?
- Leaders driving reorganisation, process redesign or technology transformation
- Change management, HR and corporate development professionals
- Team leads guiding their teams into new ways of working
- PMO and project managers working with business units on transformation rollouts
Key Takeaways
- Distinguish the project rollout plan from psychological transition phases (ending, neutral zone, new beginning)
- Use the SCARF model to reduce threats to status, certainty and autonomy during change
- Diagnose perceived loss and competing commitments instead of labelling behaviour as resistance
- Match leadership interventions to where team members sit on the change curve
- Produce an actionable team change map for an organisational case
Curriculum
Situational Change versus Psychological Transition
- Bridges' transition model: endings, the neutral zone and new beginnings
- Emotional and cognitive stages along the change curve
The Brain on Change: The SCARF Framework
- Status, certainty, autonomy, relatedness and fairness triggers
- Management practices that lower threat perception and increase agency
Anatomy of Resistance and Immunity to Change
- Separating rational objection, emotional loss and political friction
- Immunity to Change: competing commitments and big assumptions
- The loss inventory: who is being asked to let go of what?
Leading in the Neutral Zone and Empathetic Dialogue
- Setting temporary guardrails and short-term anchors in ambiguity
- Handling scepticism and tough questions without defensiveness
Team Change Map Workshop
- Impact and response analysis on a live organisational change scenario
- Designing targeted interventions and support by team segment
Other Courses in This Category
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Unlearning outdated habits, Korn Ferry/Burke learning agility dimensions and rapid learning loops in unfamiliar situations; participants leave with a personal adaptation plan and a 30-day learning sprint.
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Cognitive reframing (ABCDE model), circle-of-control focus, energy management and team-level recovery routines for high-pressure periods; participants build a personal and team resilience action plan.
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