MANAGING CHANGE

Learn to manage change better - making better decisions in the workplace about people, projects and technology.

Course Code: BBS211
Fee Code: S2
Duration (approx) Duration (approx) 100 hours
Qualification Statement of Attainment
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Learn to manage change better

  • The world is changing faster than ever
  • Changes in the environment, economics, politics and society all call for constant realignments to be made in every workplace.
  • Make better decisions in the workplace about people, projects and technology.

Lesson Structure

There are 9 lessons in this course:

  1. Scope and Nature of Change Management
    • Change
    • Maslow’s hierarchy of needs and change
    • Common changes within business
    • Specific types of change in business
    • Tools for identifying if change is needed
    • Ansoff’s matrix
    • Boston matrix
    • Pestle analysis
    • An analytic approach change management
  2. Organisational Change Management (OCM)
    • Introduction
    • Goal setting
    • The pillars of organisational change management
    • The development of an OCM Strategy
    • Types of organisational change management strategies
    • Behavioural economics and behavioural science
    • Framing
    • Data collection
  3. Change Models
    • Forces for change
    • Challenges
    • 7 common change process models
    • Kubler ross model
    • Bridges transition model
    • Nudge theory
    • 7s model
    • Lewin’s change model
    • Kotter
    • Adkar model
  4. Responses to Change
    • Science and shifting norms
    • How does organisational change impact people?
    • Resistance to change and employee doubts
    • How to counter resistance to change
    • Reverting back
    • Responding to staff transparently
  5. Behavioural Change in Individuals
    • Introduction to human behaviour change
    • 3 steps in choosing a relevant approach
    • Behaviour and the brain
    • Stages of change model
  6. Techniques, Interventions and Approaches
    • Behaviour change techniques
    • Link the change technique to an intervention
    • The staircase model: an example of persuasion
    • Professional development as a behaviour change technique
    • Planning for change: different approaches
    • Data-driven change: analysis and re-analysis
  7. Sustainable Change
    • Why implementing sustainable change is important
    • Approaches to sustainable change
    • A model for sustainable change
    • Installation vs implementation
    • Neuroleadership
    • Support systems
    • Choice architecture
  8. Succession Planning
    • Prioritising succession planning
    • Critical roles
    • Approaches to succession planning
    • Agile project management
    • Business analysis as part of succession planning
  9. Project -Problem Based Learning

Each lesson culminates in an assignment which is submitted to the school, marked by the school's tutors and returned to you with any relevant suggestions, comments, and if necessary, extra reading.


Change is often beyond our control, but we can control how we respond to change.

If you recognise what is changing and likely to change ahead of time, you are better prepared to deal with change.

Climatic changes are making the weather more volatile. Many places are experiencing periods of hotter, colder, drier or wetter weather than expected. Recognising this should be informing decisions made about what plants we grow and how we cultivate them.

Wars, pandemics and natural disasters can cause disruptions to how we live and work; and that in turn also impacts on how horticulture should be managed.

This course helps you better appreciate change, and have better knowledge and tools to deal with change faster and better.




Course Contributors

The following academics were involved in the development and/or updating of this course.

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