Who this course is for
Plant Managers, Operations Managers, Change Leaders, OpEx Leaders, HR Business Partners and Supervisors responsible for leading transformation and sustaining new ways of working.
Why this course matters
Most change programmes fail not because the solution is wrong, but because the change process ignores human psychology. People resist change not because they are difficult, but because change is hard — emotionally, cognitively and behaviourally.
What you will learn
- Why people resist change — the real reasons
- Change is emotional, not only logical
- Kotter's 8-Step Change Model
- Growth mindset and learning agility
- Neuroscience of habits — old habits vs new habits
- Communication during change and HoRenSo
- Gemba Walks as a change leadership tool
- A3 Thinking to support change
- Reinforcement loops and habit formation
- Psychological safety and trust
- Sustaining change — from project to culture
Course structure
- Module 1: Why change fails — patterns and psychology
- Module 2: Kotter's model — a practical framework
- Module 3: Communication and HoRenSo
- Module 4: Habits — neuroscience and change
- Module 5: Psychological safety and trust
- Module 6: Gemba Walks and A3 for change
- Module 7: Reinforcement loops and short-term wins
- Module 8: Change A3 and stakeholder planning
What you will be able to do after this course
Lead change with a structured approach — understanding resistance, building psychological safety, communicating effectively, creating short-term wins and sustaining new behaviours over time.
Duration and format
18–27 hours over 3–5 weeks
Blended change leadership course — stakeholder mapping, change plan development, implementation planning.