DKA Toolkit - Courses

Leading the Human Side of Organizational Change

Leading the human side of organizational change refers to the process of managing and supporting individuals and teams through the social, emotional, and psychological aspects of change within an organization. This involves effectively communicating the change, addressing resistance, building support and buy-in, and helping individuals and teams to adjust to new roles, responsibilities, and ways of working. To lead the human side of organizational change effectively, leaders should:

1. Clearly communicate the purpose and benefits of the change.
2. Address resistance and concerns by listening to and engaging with affected individuals and teams.
3. Build support and buy-in by involving individuals and teams in the change process and providing opportunities for feedback and input.
4. Help individuals and teams to adjust by providing training, support, and resources for transition.
5. Foster a positive and inclusive culture that supports and encourages change.

By leading the human side of organizational change, leaders can help to ensure that the change is successful and that individuals and teams are able to transition smoothly to new ways of working. This can lead to increased engagement, productivity, and success for the organization as a whole.

What We Will Cover

• Change and Transition: What’s the Difference
• Conditions for Change to Succeed

• Why People Resist
• The Steps to Deal with Resistance
• Understand the Stages of Resistance
• The Impact of Procrastination on Change Outcomes

• Leading using Process Consultation Skills
• Steps to Influence Change
• Mobilizing Commitment
• Aligning for Success

• How To Communicate a Change Initiative (Strategic Messaging)
• Using Change Tools and Techniques to Facilitate Behavior Change:

Accompanying Free Psychological Assessment!

Upon completion of this course, please email me ([email protected]) for access to your accompanying free online psychological assessment – 

Career Motivation Profile

Purpose: CAMOP is designed to uncover what motivates your employees in order to create an environment where they can thrive.

No. of questions: 102

Question type: Situational, self-report

Estimated completion time: 20 minutes

Report Includes:

• Summary
• Introduction
• Motivation Personality Type
• Graphs
• List of major, minor, and insignificant motivators
• Detailed narrative interpretation
• Practical advice tailored to each motivator

Factors and Scales:

23 scales/motivators, including:

• Achievement: Desire to reach goals and rise up to challenges.
• Structure & Order: Desire to work in an environment with an established system for performing tasks and duties, and a clearly structured hierarchy of command.
• Balanced Lifestyle: Desire to have the time to maintain both a personal and professional life.
• Change and Variety: Desire for a dynamic job environment where tasks and projects vary greatly.
• Creativity: Desire to take on unique projects and express one’s creativity in a professional setting.
• Financial Reward: Desire to be recompensed for one’s hard work through financial means.
• Identity and Purpose: Desire to take on a project or position that is in line with one’s values.
• Altruism: Desire to help make the world a better place.
• Contribution Desire to make a name for oneself – to be a pioneer in a specific field.
• Independence: Desire for position that offers autonomy, decision-making power, and flexibility.
• Inspiration: Desire to move and motivate others through one’s work.
• Learning: Desire to gain new knowledge, skills, and insight.
• Mobility: Desire to travel and experience new places through one’s work.
• Power: Desire for a position of authority/leadership.