CAUSING
CHANGE

Implementation and Change Management course

Five modules. Five weeks.

Register

We can make all the plans we like and design the best possible solutions, but unless the actions people take and the things they do change, we will never see the effect of those plans.

Black Belt in Thinking Causing Change is a five-week, five-module course designed to develop and hone your skills. Each module introduces a different method for overcoming implementation issues, getting others on board, and causing solutions to come into reality. The course builds on what you’ve already learned in Foundations so whether you are implementing injections or driving people towards goals and business objectives you’ll be best equipped to make it happen.

All the way you’ll have the support of mentors and the robust structure of the course to learn, practice, and apply the skills to your real life situations.

You’ll need to set aside about an hour each day for the course.

Module 1

Transition Logic

Have others cause the right effects

What you’ll learn this week

Discover the importance of a few key principles when delegating, offloading, or setting up standard operating procedures.

Key takeaways

  • People understand the importance of effect based delegation
  • People understand actions should be guides or recommendations
  • There are 4 key pieces of information for anything that needs to be done
  • People can create simple transitions in written form or as a table

Module 2

Negative Branches

Tackle negative side effects of great ideas

What you’ll learn this week

Many great solutions can get nowhere because we focus on a negative side effect. Rather than throwing away a great solution, learn to identify, verify, and protect against show stopping negatives.

Key takeaways

  • People can predict potential negative outcomes of their choices and understand how they will come to be using cause and effect logic
  • People are able to see that sometimes they are held back by negative side effects that are very unlikely to occur
    • People give these more thought
  • People can resolve their NBRs
    • Using the injection process to trim them
    • Using causality to understand which ones aren't real concerns

Module 3

Behaviour Change

Understand why people do what they do

What you’ll learn this week

Ultimately we often need to change the day to day behaviour of ourselves and others to cause change. Uncover a simple tool to understand why people do what they do, and how to change it.

Key takeaways

  • People understand that behaviour is cause and effect (not random)
    • And that it can be understood in cause and effect term
  • People can identify behaviour and the antecedent and consequences driving it
  • People can identify antecedents and consequences they could apply to change a behaviour

Module 4

Policies, Measures, Consequences, Behaviours

Set the right direction

What you’ll learn this week

Implementing policies can be an effective way to refocus a team or business, but often the effects of policies and the behaviours they drive aren’t planned. Discover how to set polices that will cause the behaviours you need.

Key takeaways

  • People understand that behaviours which are consistent across a group are often causal
    • There is a chain of multiple parties, implementing polices, enforcing measures, and doing behaviours
  • There are systemic drivers to behaviours that can be changed
  • Policies implemented with the best intensions can cause negative outcomes

Module 5

5 Layers of Decision Making

Convince people by helping them understand

What you’ll learn this week

Understand the mental steps people go through, and must go through, when they make any decision, so you can help people understand the benefits and details of your plans and solutions.

Key takeaways

  • People understand the process people go through in making decisions
  • People realise leading with a benefit or solution will often not get people on board
  • People know how to cater their conversation or meetings to the current stage of the decision the other party is in