Managed Change Training Report

In November of 2014, I was able to take a class by LaMarsh Global where I received a certificate for Managed Change Agent Certification. Our company provided us with the literature on change management named Change Better by Jeanenne LaMarsh. My learnings from this training and book allowed me to apply the theories and tools to help people successfully transition to the new training program. My biggest learning from this training was having the understanding of the human element during change and the behaviors of our current culture. I also was given the prospect to be on a project as a change agent for cultural awareness within Karl Storz. Leading this change was not a small unit of the business, but the entire operations of 500 or so

I learned that in order for me to lead a change that it must be embedded at the very top of leadership down, more so the visions and purpose had to be aligned. We had identified an executive sponsor, a champion, and a process owner and aligned our goals to the company objectives with the training. All levels of leadership were visible and supported by the new training to take place. For the first time I really saw all of leadership aligning with the company’s vision, purpose and overall strategy. This was a significant urgency to move quickly, especially with the FDA investigation. I had a greater awareness of the goals that needed to be accomplished or the strategy of where we wanted to go as a company. Through coaching and training I was able to truly put all my learnings in the past and collectively gather them from all that I have learned since 2006. I have a sense of alignment with the direction of leadership and the organization overall strategic excellence. I had the ability to support the executive sponsors of this change and the skills utilizing the change management process tools. Nonetheless, I learned the importance of assessing our current culture and history on what their

I created a survey monkey to capture potential resistant statements with stakeholders within the organization to gather information on our culture's concern. Once I was able to gather the information I utilized an info matrix tool to collect any resistant statements. It was those resistant statements that I wanted to pursue as part of my communication to the organization about the training. It was important that employees hear what actions were going to happen and to communicate some countermeasures for the resistance. By analyzing the resistance statements it allowed us to determine the risk of the change in the culture. However; we planned the change taking into consideration both internal and external change drivers for the current state, desired state, and the delta. By identifying the factors of change, I prepared the plan. I had presented the first communications to the organization during an all-employee meeting. Communicating the urgency and the need to move forward was established. The communication was about the need for a training program and the benefits it would have. The organization elaborated the need to change our ways because of