Change Management Certification in Ireland

Step 4: Exam Results

Once you've completed the exam, it's time to eagerly await your results. Regardless of the outcome, take this moment to reflect on your journey and plan your next change-management engagement.

Module 2: Team Change

• The elements of theories and models about how individuals affect team dynamics
• How team members with different MBTI react to one another in teams and their attitudes to change
• The advantages and disadvantages of similarity and difference between individuals within teams (McCaulley)
• The contributions and allowable weaknesses of people playing different team roles (Belbin)
• How team effectiveness can be improved during change using: Glaser and Glaser’s five elements (defined in 0202); Tuckman’s model of team change (defined in 0203); Bion and Turquet’s leadership issues (defined in 0204); the John Adair model; the team leader’s role and behaviors; facilitation; and action learning.
• How different types of teams and different individuals within teams affect the way teams react to change (as identified in 0201 and 0205)

Module 3: Organizational Change

• The key beliefs and assumptions associated with the Machine organizational metaphor (Morgan)
• The key beliefs and assumptions associated with the Political Systems organizational metaphor (Morgan)
• The key beliefs and assumptions associated with the Organisms organizational metaphor (Morgan)
• The key beliefs and assumptions associated with the Flux and Transformation organizational metaphor (Morgan)
• The underlying principles behind understanding the driving forces and resisting forces in any situation if change is to happen:
• Force Field Analysis, examining the driving and resisting forces (Lewin)
• Three-step model of organizational change (Lewin)
• The factors in the change formula (Beckhard and Harris)
• The four phases of planned change that draws on the disciplines of project management (Bullock and Batten)
• The Eight Step Model for transforming your organization (Kotter) (Note: Fig.3.3 on P127 is not examined)
• The four components in the congruence model that draws on the socio-technical view of organizations and addresses the dynamics of what happens in an organization when we try to change it. (Nadler and Tushman)
• The three phases in managing transition and the distinction between planned change and transition (Bridges)
• The “principles of environmental systems” for how organizations operate and its relevance to sustaining and renewing organizational change (Senge et al)

Module 4: Leading Change

• The leader’s role linked to each of the four key organizational metaphors
• The description of visionary leadership including
• The characteristics of visionary leaders (Bennis)
• What leaders really do (Kotter)
• The characteristics of other theories on leadership approaches
• Transformational and transactional leadership (Bass; Bryman)
• Story telling leadership (Gardner)
• Adaptive leadership (Heifitz and Laurie)
• Connective leadership (Lipman-Blumen) (Note: Leadership for the 21st century and Table 4.3 are not examined)
• The characteristics of other theories on leadership approaches
• Transformational and transactional leadership (Bass; Bryman)
• Story telling leadership (Gardner)
• Adaptive leadership (Heifitz and Laurie) 4. Connective leadership (Lipman-Blumen) (Note: Leadership for the 21st century and Table 4.3 are not examined)
• The leadership styles and skills (Goleman)
• Leadership styles that get results
• Emotional competencies for leaders
• The different leadership focus for different phases of change:
• Kotter’s recommended actions for the first four change steps in leading change
• Learning how to persevere (Kanter)
• Leading people through transition (Bridges) (Note: Inner and outer leadership, Table 4.6, P185-6 not examined at Foundation level)
• The importance of self-knowledge and inner resources:
• The role of self-knowledge (Bennis)
• Characteristics of principle-centered leaders (Covey)
• Covey’s seven habits (Note: Erikson, Table 4.8 is not examined)