Certificate Course in Organisational Development and Change

Participants can establish a clear mandate, governance structure and working contract for change work.

• Entry and contracting conversations define mandate, authority and expected outcomes
• Problem statements separate symptoms, causes, constraints and desired future states
• Sponsor, steering group and workstream roles clarified through governance charters
• RACI matrices assign accountable decisions across transformation workstreams
• Escalation routes address cross-functional conflicts, delays and unresolved dependencies
• Change charters record scope, exclusions, assumptions, milestones and success measures

Participants can plan and conduct an evidence-based organisational diagnosis.

• Diagnostic questions connect strategic objectives with organisational performance gaps
• Burke-Litwin Model maps transformational and transactional organisational variables
• Data triangulation combines interviews, surveys, documents, observations and performance measures
• Semi-structured interviews elicit patterns without leading participants toward preferred answers
• Survey design addresses sampling, anonymity, response bias and question validity
• Diagnostic findings distinguish correlation, plausible cause and unsupported assumption

Participants can interpret diagnostic evidence across structure, processes, people and culture.

• McKinsey 7S tests alignment among strategy, structure, systems and shared values
• Process mapping exposes handoffs, bottlenecks, rework and decision delays
• Span-of-control analysis identifies overloaded managers and fragmented supervision layers
• Workforce segmentation distinguishes critical roles, scarce skills and volume activities
• Root cause analysis uses Five Whys and fishbone diagrams carefully
• Heat maps prioritise issues by performance impact, urgency and feasibility

Participants can translate strategic priorities into organisation design requirements.

• Operating model components: capabilities, processes, governance, technology, people and measures
• Strategic choices define required capabilities before drawing organisational charts
• Customer journey analysis identifies service ownership and cross-functional failure points
• Design criteria balance cost, control, speed, expertise and customer proximity
• Centralisation and decentralisation choices tested against decision quality and responsiveness
• Target operating model narratives explain how work will create value

Participants can develop structure and accountability options for a target operating model.

• Functional, divisional, matrix and network structures compared against strategic requirements
• Role charters specify purpose, key accountabilities, interfaces and delegated authority
• RAPID framework clarifies recommend, agree, perform, input and decide roles
• Organisation layers assessed for management value, coordination and cost
• Job family architecture supports consistent role evaluation and career pathways
• Transition-state structures protect service continuity during major reorganisation

Participants can diagnose cultural patterns and design behaviour-based interventions.

• Schein’s culture model examines artefacts, stated values and basic assumptions
• Cultural assessment separates declared values from rewarded everyday behaviours
• Behavioural norms link leadership actions, team routines and organisational outcomes
• Recognition systems reinforce desired practices through credible and timely signals
• Stories, symbols and rituals communicate what leaders genuinely value
• Culture interventions align systems, consequences and leadership modelling

Participants can prepare leaders to sponsor visible, consistent and accountable change.

• Sponsor assessment tests authority, credibility, availability and commitment to change
• Leadership alignment sessions resolve conflicting priorities and hidden assumptions
• Sponsor roadmaps schedule decisions, communications, site visits and stakeholder conversations
• Leader-as-role-model expectations connect personal conduct with change objectives
• Resistance from senior leaders addressed through evidence, consequences and contracting
• Leadership team effectiveness examined through trust, conflict and decision discipline

Participants can select and combine change approaches suited to their initiative.

• Kotter’s 8-Step Process structures mobilisation, coalition-building and sustained change
• ADKAR identifies individual awareness, desire, knowledge, ability and reinforcement needs
• Lewin’s unfreeze-change-refreeze model frames readiness and stabilisation requirements
• Change strategies differ for mandated, participative, incremental and transformational initiatives
• Adoption hypotheses specify who must change which behaviours and why
• Integrated change plans connect technical delivery milestones with people actions

Participants can identify stakeholder needs and plan proportionate engagement activities.

• Stakeholder mapping assesses influence, impact, attitude and information needs
• Power-interest grids prioritise engagement effort for critical stakeholder groups
• Persona profiles capture affected employees’ work realities, concerns and motivations
• Listening strategies use focus groups, interviews, pulse checks and representative forums
• Engagement plans distinguish consultation, involvement, co-design and informed communication
• Stakeholder commitments recorded with owners, dates and follow-up actions

Participants can assess change impacts and sequence workforce transition actions.

• Impact assessments examine process, technology, roles, skills, controls and behaviours
• Current-to-future comparisons identify disrupted tasks, decisions and working relationships
• Impact severity ratings guide mitigation, communication and learning priorities
• Transition plans sequence role changes, process cutovers and temporary controls
• Readiness criteria define conditions required before implementation gates open
• Workforce transition risks include workload peaks, capability gaps and attrition

Participants can create credible communication plans that support understanding and action.

• Communication strategies align messages, audiences, channels, timing and accountable senders
• Message architecture explains rationale, implications, choices and next actions
• Leader briefing packs prepare managers for difficult questions and local conversations
• Two-way communication mechanisms surface concerns before they become organised resistance
• Rumour management responds quickly without promising outcomes beyond authorised decisions
• Communication calendars coordinate enterprise messages with local team dialogue

Participants can design capability interventions that enable changed work practices.

• Capability gap analysis compares required proficiency with current workforce evidence
• Learning pathways combine formal training, practice, coaching and job aids
• Performance support tools reduce errors during new process adoption
• Train-the-trainer plans prepare internal facilitators, supervisors and subject experts
• Competency frameworks define observable skills for changed roles and responsibilities
• Transfer measures check whether learning appears in workplace performance

Participants can address resistance constructively while managing employee relations risks.

• Resistance analysis distinguishes practical barriers, identity threats and rational disagreement
• Change conversations use inquiry, acknowledgement, clarity and agreed next steps
• Conflict mapping identifies parties, interests, power sources and possible resolution routes
• Psychological contract breaches considered when changing roles, rewards or career prospects
• Consultation obligations reviewed with HR, legal advisers and employee representatives
• Fair process principles support defensible decisions during workforce transition

Participants can build an implementation plan with milestones, risks and control points.

• Work breakdown structures organise change activities into manageable deliverables
• Dependency mapping connects technology releases, policy decisions and workforce actions
• RAID logs track risks, assumptions, issues and interdependencies systematically
• Implementation waves sequence pilots, phased deployment and enterprise rollout decisions
• Readiness reviews test sponsorship, capability, communication and operational preparedness
• Contingency plans protect customer service and critical controls during cutover

Participants can define measures that show adoption, performance and realised benefits.

• Logic models connect inputs, activities, outputs, outcomes and intended impacts
• Benefits maps link change interventions with operational and strategic value
• Leading indicators measure readiness, participation, proficiency and early adoption
• Lagging indicators track quality, productivity, retention, cost and customer outcomes
• Baseline measures establish credible comparison before implementation begins
• Benefits owners validate results and address benefit shortfalls

Participants can facilitate productive diagnosis and design discussions with diverse stakeholders.

• Consulting stances balance expert advice, facilitation and client ownership
• Facilitation designs move groups from divergent views toward explicit decisions
• Force-field analysis surfaces driving forces, restraining forces and intervention options
• Difficult meetings handled through contracting, process observation and respectful challenge
• Decision logs preserve rationale, ownership and unresolved questions after workshops
• Feedback methods present difficult findings without defensiveness or blame

Participants can build, review and present a complete organisational development and change roadmap.

• Diagnostic evidence synthesised into a concise case for organisational change
• Target operating model choices linked to culture, capability and governance requirements
• Stakeholder, communication and learning plans integrated around implementation milestones
• Change impacts, risks and mitigations prioritised through a delivery roadmap
• Measures and benefits owners assigned for adoption and performance outcomes
• Executive presentation communicates recommendations, trade-offs, decisions and immediate actions