Managing change
Duration: 3 days




Managing Change-The Only Way To Survive & Thrive


Trainer: Anil Bhatnagar

Duration: 3 days


A. About The Workshop:


Successful past or present often blocks our vision to the successful future. Those who cannot compete and cannot change with the changing scenario are always left behind. Organizations with successful futures are open to new ideas and are willing to explore different new ways of doing things, because that is the only way to keep the doors to the future open.


As per a study conducted by Shell Group each of the historic 27 companies studied by them that have lasted for over 100 years, changed their `business-lanes’ at least once in their lives. Japan’s Sumitomo has its origins in a copper casting shop founded  by Riemon Soga in 1590. Swedish company Stora, a major paper, pulp and chemical manufacturer began as a copper mine more than 700 years ago. Du Pont, 200 years old began as a gun powder company is now a specialty chemical company. Mitsui, 300 years old was a drapery shop to begin with, became a bank, got into mining and moved into manufacturing towards the end of the nineteenth century. These companies have managed to live so long only because they did not resist the change.


The workshop makes people aware of the losses they may be incurring, in personally and collectively as a team, because of their unconscious internal and external blocks, and how to overcome these. It also trains them into identifying and implementing the right changes timely and adequately.


B. Contents



·                     Stress comes from challenge and coping ability.

·                     Minimises the gap between potential and performance.

·                     Change is a reality we have to move in sync with.

·                     The existence-living graph

·                     The two best gifts of life: The excitement of challenge and the thrill of accomplishment.

·                     Self esteem

·                     You weaken your change muscle because of non-use.



·                     Focusing on the pain of changing but not on that of not changing.

·                     Beliefs that are a deterrent to change.

·                     It is very tempting to feel that we have arrived.

·                     Self referral vs approval seeking.

·                     Fears

·                     The illusions

·                     Tendency to play safe

·                     Lack of self love and esteem

·                     Paradigms

·                     Discerning people from their beliefs, thoughts and opinions.

·                     Conformity

·                     Taking obstacles as pervasive and not as messages.

·                     Waking up too late to register the need, plan or to take action:


·                     Inherited fears

·                     Damaged self esteem wrong values that may be a deterrent to change.

·                     Organization practices that may be a deterrent to change:

·                     Rewarding ‘status quo/playing safe’ over  ‘risk taking’



·                     Getting familiar with your hidden pains

·                     Getting familiar with your possibilities,

·                     Stepping up your self esteem and confidence

·                     Asking what will you regret at your death bed.



·                     Anticipate, recognise, trust, and adopt change

·                     Learning to increase your sensitivity to the desired change

·                     Learning to ask the right questions

·                     Choosing to change in the right order

·                     Learning to plan effectively for change

·                     Daily investment in 5 minutes of ‘change’ exercise


C. Objectives

After the workshop, the participants shall have learnt how

·                     To sensitize people to the losses they may be incurring personally and collectively for their organization.

·                     To enable each participant identify his/her own individual specific mental bocks that are keeping him from seeing and adopting the desired changes and how to navigate through external hurdles.

·                     To enable each participant identify and implement the right changes for self and organization timely and adequately.

·                     To constantly and ceaselessly improve the team performance by developing a sense of responsibility and ownership.


D. Methodology:

Each unit shall have 6 phases:

·         Intro (Story, anecdote, belief questionnaire etc. to introduce the concepts)

·         Acquisition of concepts (Small group discussion, exs, puzzle etc.)

·         Practice (Role plays, Group exs, case studies etc) ,

·         Recapitulation (Each participant to contribute what s/he learnt ),

·         Proposal for application (group discussion and presentation on where and how the learning points can be applied),

·         Journal keeping (Each participant to select from the group proposal his/her own pick and make a time bound commitment for implementation and giving a once in three months feedback on progress and bottlenecks).





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