Description

Facilitating relationships is essential in the context of reorganization operations. Successful change requires proper consideration of the human factor. So with analysis tools, methods and an approach to prepare for change, the leaders of a change operation in the company equip themselves with the means to succeed. This is the objective of this training in support and change management.

Who is this training for ?

Training objectives

• Understanding resistance to change
  
• Identify the categories of actors and their position in the face of change
  
• Anticipate risks and conflicts
  
• Dealing with crisis situations caused by change
  
• Prepare the plan to drive change
  

Training program

I decipher the mechanisms of change

• The 3 phases of transformation.
• The different types of resistance to change.
• The modes of expression of resistance to change.
• The triggers linked to paradigm shifts.
• The specificities of supporting teams in change.

I lead the human diagnosis of a change project

• Define the scope and objectives of the project.
• List the significant facts of change with their associated objectives and their anchor points.
• Carry out the mapping of the actors concerned by the change.
• Identify their operating methods during the change.
• Determine the overall strategy: implementation and deployment.

I use communication wisely

• Use the different registers of communication.
• Clarify the needs to be taken into account in a communication device.
• Organize the communication plan.
• Integrate the impact of corporate culture on the mode of communication.

I measure the degree of acceptability of change in the company

• Measure the acceptability of change in the company.
• Deduce the needs of company members in the face of change.
• Define the range of tools to be implemented based on acceptability.

I anticipate conflicts and risks linked to change

• Recognize the warning signs of conflict.
• Identify the nature of conflicts and their sources.
• Understand the mechanisms of stress in order to take action.
• Managers: adopt the right posture and limit the effects of stress.

I am setting up new piloting and recognition systems

• Define performance indicators linked to objectives.
• Build a dashboard to effectively manage the approach.

Certification

• Assessment of skills to be certified via an online questionnaire integrating scenarios (40 minutes).
• To find out more about remote activities A video will not work not!'.
• Three training modules: 'Obtain the support of your interlocutors'; 'Manage objections “Level 2'; 'Manage objections “Level 3'.

Description

The acceleration of change has become the rule. However, for some, experiencing the changes well does not come naturally and is accompanied by apprehension and resistance. This training is intended for them. It allows them, thanks to a respectful educational approach, to become aware of the mechanisms at work and to encourage the emergence of new representations to better welcome change.

Who is this training for ?

Training objectives

Identify the origins and mechanisms of change.
Acquire the ability to positively welcome change projects.
Transform constraints into opportunities.
Be an actor in the change process.

Training program

Identify the characteristics of change processes

• Clarify the factors or events at the origin of change and the impacts on an individual level.
• Distinguish the different levels of change, to experience them constructively.
• Be part of a positive process dynamic for your own change.
• Become aware of the risks and opportunities for yourself in change.

Prepare for the impacts of change on yourself

• Clarify your own representations in the face of change.
• Identify your stress reactions induced by change.
• Develop the different impact scenarios of change to secure yourself .
• List your own obstacles to change.

Dealing with resistance to change

• Identify your own resistance behaviors to change: defense mechanisms and limiting beliefs.
• Analyze your emotional reactions to change to overcome your fears.
• Overcome the blockages to project yourself into a perspective of building your project and your new identity.

Be an actor in adapting to change

• Develop your assertiveness to tackle the future.
• Transform your resistance into potential resources.
• Open yourself to new opportunities by relying on your strengths.
• Implement your success strategy through a short and medium term action plan.

Implementation in a work situation

Description

To best ensure the success of these changes, communication constitutes a condition for success whose handling seems delicate. This training provides the operational tools to deploy communication and support change.

Who is this training for ?

Training objectives

• Have the keys to prepare communication around change
  
• Know how to alternate written and oral communication according to the targets and stages of the change process
  
• Implement communication that facilitates change
  

Training program

Before the face-to-face

• A self-diagnosis and a video.

Identify the scope of the change project Define the change.

• Differentiate: leading and supporting change.
• Identify the key success factors of change.
• Identify the impact of change on people.
• Draw the stages of individual and collective change.

Determine ways to communicate Build a communication plan associated with change management.

• Make the right choice of communication methods.
• Decide on the actors to communicate about the change Identify the roles: monitoring deadlines, budgets, indicators.

Prepare your written and oral communication to support change

• Prepare effective written and oral communication.
• Use the right levers to achieve your objective.
• Construct your intervention by paying attention to the challenges of change.

Knowing how to manage emotions and relationships with people

• Take into account the impact of change on individuals.
• Be attentive to interpersonal communication.
• Consider the individual consequences of a change.

Manage tense situations linked to change Detect warning signals. Allow 'negotiated exits'.

• Value the positive aspects.

After the present

• A strengthening program.

Certification Assessment of skills to be certified via an online questionnaire incorporating role-playing scenarios (40 minutes).

• To find out more about remote activities To discover a subject related to your training: a video 'Building and sharing the meaning of change'.

Description

In a context which demands more responsiveness, flexibility and commitment from employees every day, managing teams cannot be improvised and requires more than ever real professionalism to fully exercise its multifaceted profession : leader, manager coach, and change leader. The training is intended for experienced managers. Beyond management skills, it allows them to develop their leadership qualities and their ability to support change. The skills acquired during this training are directly transferable to the field and allow everyone to exercise their different roles in the best conditions. Participants from the same class meet during each classroom training module and can thus share the practices and experience acquired between sessions to promote their development of skills.

Who is this training for ?

Training objectives

• Know your profile as a change leader and identify that of your colleagues
  
• Clarify the objectives of the change and explain them to your teams
  
• Drive your employees into change by making them proactive
  
• Transform constraints into data to easily bounce back from difficulties
  
• Increase your power of influence by building an effective network of allies
  

Training program

1342 First talent: you, to embody the changes

• days in classroom training Identify the four styles of change leaders.
• Identify the characteristics of these styles.

Second talent: your lucidity to choose a strategy be lucid using five principles.

• Managing change: progress or disruption.
• be resilient and prepare to change and make change.
• Use the objective strategy.
• be clear about the advantages of not changing and the negative consequences of successful changes.
• Identify the criteria that make a change objective achievable.

7Third talent: your ability to create the future

• Use metaphors to convey messages for change.
• Use the table of purposes.

Fourth talent: your network of allies

• Build a network of allies according to three principles.
• What are networks for? Identify allies in the team or project group.
• The nomenclature of networks.
• Which network to choose? The probable process of appropriation of change.

Fifth talent: your first steps

• Start with immediate changes to make changes successful.
• Plan progress: permutation over time.
• 0' e-learning modules Managing change : approach and tools Translate the change into objectives to be achieved.
• Define the objective and the context.
• Identify relevant solutions to succeed in your changes.
• Identify the brakes and accelerators of change.
• Anticipate the consequences of change.
• Manage change: create the vision of the future Think and proactively build the future.
• Live the method of desired states.
• Dare to ask impertinent questions.
• Appropriate the method of the table of purposes.
• Adopt metaphors.
• Managing change: the strategy of allies Adopt the network attitude.
• Bring the different types of network into effective use.
• Identify the key players to lead a change.
• Recognize and manage the fears of your interlocutors.
• Adopt a relevant attitude to manage conflicts.
• Initiate the dynamic of change Think globally and act with precision.
• Appropriate the theory of commitment.
• Pay attention to the small details and the first steps of change.
• Use the good practices and avoid pitfalls.

Description

Successfully completing a change process involves an upstream analysis and preparation phase. Difficulties are thus anticipated and issues better managed. This change management training cycle provides the most effective methods and tools to put all the chances on your side. These tools relate to the preparation and implementation of change support. Thus, they provide the necessary elements for successful communication, handling conflicts and developing leadership. Beyond the essential techniques for successfully leading a change project, this cycle offers participants the opportunity to create a network of practice and exchange.

Who is this training for ?

Training objectives

• Understanding resistance to change
  
• Identify the categories of actors and their position in the face of change
  
• Anticipate risks and conflicts
  
• Dealing with crisis situations caused by change
• Prepare the plan to drive change
  

Training program

Deciphering the mechanisms of change

• The 3 phases of transformation.
• The different types of resistance to change.
• The modes of expression of resistance to change.
• The triggers linked to paradigm shifts.
• The specificities of supporting teams through change.

Conduct the human diagnosis of a change project

• Define the scope and objectives of the project.
• List the significant facts of change with their associated objectives and their anchor points.
• Carry out the mapping of actors involved in the change.
• Identify their operating methods during the change.
• Determine the overall strategy: implementation and deployment.

Measure the degree of acceptability of change in the company

• Measure the acceptability of change in an organization.
• Deduce the support needs of employees in the face of change.

Implement new management systems Define indicators.

• Associate objectives and indicators.
• Formalize the dashboard for effective management of the approach.

Remote activity

• To benefit from the contributions of an expert on a theoretical or practical point: an expert in 'Socio-organizational analysis of companies and change management'.

Identify the scope of the project

• Use communication as a major lever for success.
• Make communication and change consistent.

Determine the most effective communication methods

• Build a communication plan associated with change management.
• Clarify the key elements: deadlines, scope, budget, indicators.
• Involve the stakeholders.

Prepare your written communication and oral interventions

• Prepare a written communication.
• Practice the different modes of oral communication.
• Use vocabulary adapted to the issues and the situation.

Managing relationships with others

• Use interpersonal communication tools.
• Develop a listening attitude.

Prevent and manage conflicts

• Spot the warning signs of conflict.
• Identify the causes and nature of conflict.
• Practice assertiveness techniques.
• Clarify the strategies of actors, the notions of constraint and power.
• Understand behaviors under stress to better manage them.

Identifying and managing psychological games during a change

• Recognize the implementation of psychological games.
• Identify their dynamics.
• Identify the actors and their roles.
• Interact and unwind the games

Become aware of your own emotions and those of others

• Identify emotions: your own and those of others.
• Express your emotions. Act according to the emotions of others.
• Make the link between the culture of its organization and the relationship to the expression of emotions

Getting out of crisis: establishing and maintaining a cooperative relationship

• Build cooperation with clear and accepted rules of the game.
• Use 'the language compass'.
• Open up to restore trust with ' DESC'.
• Scenario Many exercises and scenarios.

Clarify your role and mission

• Adopt a posture that helps change.
• Validate expectations with your hierarchy.
• Become aware of your leadership qualities.

Develop a relationship of trust with change actors

• V

Obtain commitment to change

• Encourage decision-making.
• Transform decisions into actions and anticipate follow-up.

Managing delicate relationship situations

• Give and receive feedback in a constructive manner.
• Identify defense mechanisms in the face of change.
• Make connections between individual perception of change and collective objectives.
• Use effective tools in conflict situations.

Engage in a dynamic of recognition

• Clarify the expected benefits.
• Identify the qualities/values ​​of people.
• Recognize the results, congratulate.
• Scenario Many exercises.
• Assessment of acquired knowledge

Description

To successfully carry out the transformations of productive organizations, leaders and managers must have reading keys from the social sciences to understand the functioning of organizations and the mechanisms of change. The training of these transformational leaders requires learning methods and tools to analyze the functioning of an organization and build a change approach adapted to its culture and its employees. This is precisely the objective of this training in the sociology of organizations.

Who is this training for ?

Training objectives

• Understand how organizations work
  
• Understanding change through organizational processes
  
• Understand the human dimension of change and provide keys to understanding the foundations of individual and collective action
  
• Define a collective action model
  

Training program

Understand how organizations work

• Understand social dynamics in organizations: Identify the economic, social and symbolic dimensions of the organization.
• Integrate change as a component of organizational life.
• Understand the dynamics at the origin of collective and individual transformations.
• Understand the human dimension of change
• Identify social realities in the organization

Understanding change as a vector of progress and learning

• Analyze the functioning of organizational dynamics: solidarity, control, regulation, innovation, cooperation.
• Have keys to decipher and manage human relationships between personal interest and organizational posture.

Conduct a socio-organizational diagnosis and define a collective action model

• Clarify and enable the construction of a new social reality: Analyze the organization (processes, distribution of decisions and responsibilities, coordination mechanisms and networks).
• Reveal the culture of business and the functioning of identities.
• Manage tensions and identify the origins of fears and resistance.
• Consolidate the driving forces and build the new social reality.
• Integrate changes in organizations: from the formal company to the liberated company.

Description

In order to contribute to the success of the project, he must know the main mechanisms that govern human behavior in the face of change. This will avoid making many of the errors inherent in this type of situation. This is the purpose of this change management training.

Who is this training for ?

Training objectives

• Understanding behavior towards change and the keys to helping people better accept it
  
• Know what levers to use to help your team navigate change more easily
  
• Anticipate the risks associated with change management
  

Training program

Before the face-to-face

• A self-diagnosis to prepare you.
• A video to illustrate the problem.

Analyze the context of the organizational change project

• Identify the decision-makers.
• Identify the problem at the origin of the transformation project.
• Define the role of the manager as guarantor of the success of the project.

Understanding the mechanisms behind human behavior in the face of change

• Identify the stages of change and their impact on the employees concerned.
• Analyze the main causes of resistance to change.
• Anticipate the impacts on behavior and motivation.

Use the manager’s action levers

• Help actors in their learning process.
• Communicate wisely and use the right vectors: visualize the future: metaphors.
• Encourage exchanges and make them factors of progress: build your own network and keep it alive.
• Highlight successes, progress.

Identify risks and anticipate them List all the risk factors associated with the people making up the team.

• Implement individual or collective preventive measures to mitigate these risks.

After the present

• A strengthening program.

Certification Assessment of skills to be certified via an online questionnaire incorporating role-playing scenarios (40 minutes).

• To learn more about remote activities A video 'Building and sharing the meaning of change'.

Description

Periods of crisis lead companies to sometimes significant changes. They create more and more fear and opposition. You need to equip yourself with tools to manage conflicts and practicing mediation allows you to reach agreements for the short, medium and long term. This is what this mediation training offers.

Who is this training for ?

Training objectives

• Gain employee buy-in during a change
  
• Anchor decisions more easily
  
• Overcoming obstacles to accepting change
  
• Exploit the benefits of mediation in tense or even conflictual situations
  
• Accelerate change acceptance processes
  

Training program

Adopt the posture of the facilitator-mediator to support change and be a facilitator of change by example.

• Adopt the mediator's perspective.
• The thought and principles of mediation: integrity, fairness,...
• Take confidence in your authority.

Listening in individual interviews: bringing out meaning and real interests Developing comfort in hierarchical or transversal work relationships. Welcome worry, fears, stigma.

• Bring meaning and confidence.
• Practice active listening tools: observation, questioning and reformulation.

Facilitating a meeting: from discord to synergy

• Adopt a posture that allows: to clarify the objectives of the meeting and everyone's expectations; to pacify the debate; to move towards common objectives.

Initiate a dynamic of mutual recognition in the context of change Develop trust through recognition and reciprocity of the relationship.

• Identify the qualities and values ​​of people.
• Show recognition with intelligence and authenticity.

Go from the collective sense to the individual sense and vice versa

• Place events in their context.
• Give meaning to change: clarify its history and expectations.
• Understand, from collective meaning, individual meaning and bring people to be responsible.

Description

This seminar will allow you to better support the transformation of an organization towards a digital business. You will discover the new digital tools that accelerate change and move the lines between the IT department, HR and business lines. It will also show you how controlling the human impacts of these modifications is essential to the success of your projects.

Who is this training for ?

Training objectives

Define the digital business Discover the new organizational models of the digital business Define what change management is Establish a framework to support an organization towards the digital business

Training program

The digital revolution

• Digital economy: creative destruction.
• New era of convergence of humans and machines.
• Emergence of a new bimodal computing world.
• Abandoning automation to machines.
• Application of Big Data for big answers.
• People are at the center of the digital revolution.
• Reflection collective.
• Reflection on the main key points of the digital revolution.

ISD revolutionized?

• What positioning for the IT department in the digital enterprise?.
• Should the IT department still be called the IT department?.
• The bimodal IT department.
• The role of HR in the transformation of the company.
• The new responsibilities of business divisions.
• The new digital professions.
• Collective reflection.
• Collective reflection on the emergence of new digital professions.

What is change management?

• The commonly accepted definition.
• History of change management.
• Typologies of change.
• Why your company needs 'a change strategy?.
• Innovation a complex phenomenon.
• Exchanges.
• Analysis of a company's key change management needs.

Support for technical change

• Is change natural?
• The obstacles to change: homeostasis.
• Theories of innovation.
• L innovation, a real challenge for organizations.
• Men facing innovation.
• Man and IT.
• No universal rule supporting change.
• Case study.
• Feedback on projects experienced by participants, analysis of the main obstacles.

“Classic” methods and tools

• From the idea to the method.
• Structured approaches.
• Change management methods: Moutot and Autissier.
• Change management methods: IBM "Blue method".
• Change management methods: psycho-sociological approaches.
• Change management methods: right brain vs. brain left.
• Available tools.
• Case study.
• Discovery of the stages, tools, width and depth of a project, the socio-map dynamics, the failure of the patient medical file, the LITCHI project at EDF.

Towards “Agile” change management

• The limits of classic methodologies.
• The failure factors.
• The inadequacy of the Taylorian model.
• The company faces to digital innovations.
• The challenge of a cultural change.
• Case study: Application of traditional methods on a digital project chosen from those proposed by the participants: agreements and incompatibilities.

A change management proposal

• How to manage permanent change?.
• How to assess your current level of maturity?.
• How to raise awareness among general management, business managers, the IT department and users?.
• Should we create a unit dedicated to change management? What place in the company structure?.
• Changes of power between the different departments.
• Overcoming resistance.
• The co-construction of change: accompanying speeches.
• The co-construction of change: establishing trust.
• The co-construction of change: transparency and managerial courage.
• Application of the method and tools on a case study.
• Establish the dashboard of change.
• Case study.
• Presentation of new tools: flash diagnosis, online surveys, dynamic action plan.
• Construction of a communication plan, principles for leading a group workshop.
• Example: change management for the deployment of a new mobility application.

Description

This internship will allow you to acquire the skills necessary to diagnose and resolve failures in an Exchange 2013/Outlook environment. You will also learn how to plan a backup and recovery strategy to better secure your system and reduce downtime.

Who is this training for ?

Training objectives

Acquire a problem-solving methodology in the Exchange 2013/Outlook environment
Diagnose common malfunctions of the various components of Exchange 2013
Implement replication to protect the contents of mailboxes
Plan a backup and recovery strategy restoration

Training program

General information about troubleshooting Exchange 2013

• Reminder about the roles of Exchange 2013 servers.
• Quickly audit an Exchange server.
• Recording audits.
• Audit techniques troubleshooting common problems at the network level, at the application level (Outlook).
• Services necessary for the operation of Exchange 2013 and for its unified messaging.
• Monitoring Exchange 2013 .
• Practical work Configure the audit.

Troubleshoot Exchange databases

• Mailbox database and recovery database.
• Detect database errors and corruptions.
• Repair tools .
• Practical work Problem solving on a database.

Troubleshoot mailboxes

• Backup/restore to Mailbox servers.
• Implementing and analyzing message tracking.
• Retention period.
• Practical work Recovering a mailbox.

Troubleshoot calendar and address book access

• Address book: reminder, the different types.
• Calendar: common problems, management of rights on shared calendars.
• Practical work Rebuild the address book.

Troubleshoot OWA (Outlook Web App) Access

• Classic browser-side problems.
• Classic server-side (IIS) problems.
• Practical work Configure OWA.

Troubleshoot security issues

• Exchange Server 2013 security configuration issues, AD RMS, spam.
• Access control configuration.
• Hands-on Configuration anti-spam features.

Disaster recovery

• Planning and implementing the backup and restoration of Exchange Server 2013.
• Importing/exporting emails.
• Practical work Backup and data restoration.

Description

This training will teach you how to implement techniques intended to ensure high availability of an Exchange 2013 corporate messaging infrastructure. It details, among other things, Clustering, the Data Availability Group, mail security and the management of a disaster recovery plan.

Who is this training for ?

Training objectives

Training program

Introduction to HD (High Availability)

• Why think about high availability? HD solutions: Hardware cluster/Software cluster.
• Initial check list before thinking about HD for Exchange.
• Availability of services and data.

Exchange 2013 Highly Available Architecture

• Reminder of the multi-role topology.
• HUB/MBX servers.
• Client access servers (CAS).
• Example of simple and complex architecture.
• New features of high availability.
• Practical work rnDesign of an Exchange 2013 HD architecture.

Database Availability Group (DAG)

• DAG working principle, backup and restore of a DAG.
• Active and passive base copies.
• Network segmentation for replication traffic.
• Manual or automatic failover.
• HD extended to several Active Directory sites.
• Automatic recovery.
• High availability of folders public.
• Practical work Setting up the DAG.
• Settings and switchover tests.

High availability and site resilience

• Site resiliency requirements.
• Minimum hardware requirements.
• Storage constraints and software configuration.
• Resilience planning
• Practical work Implementation of site resilience

High transport availability

• How the Exchange transport works.
• Hidden redundancy.
• Duplicate message detection.
• Consequences of adding/removing HUB.
• Practical work Setting up HD for transport servers.

High availability of client access servers

• Standalone CAS server or Array of CAS servers.
• Setting up the NLB on Exchange servers.
• Creation and configuration of the CAS Array.
• Practical work Setting up HD for CAS servers.

PRA (Business Resumption Plan)

• Definition of a PRA.
• Recovery in the event of a disaster for MBX, CAS and HUB servers.
• Practical work Setting up a a PRA.