Training: Supporting your team in change

Ref. TEAM-CHG

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Duration:

jours

Exam:

Non certifiant

Level:

Intermédiaire

Funding:

Eligible

Home > Trainings > Soft Skills > Team and People Management > Supporting your team in change

Supporting Your Team in Change Training

This change management training prepares you to support your team during a transformation. Over two days, you discover the mechanisms of resistance, the steps of psychological transition (Bridges, Kübler-Ross) and the levers of meaning, communication and listening that build collective adhesion. A determining skill for managers and project managers operating in evolving contexts.

Supporting change is preserving humans during transformation, not just selling the project

For managers and project leaders piloting transformations in French speaking Switzerland, this course offers an applicable framework. The course relies on real cases, role plays and a personalized action plan focused on a current change in your context. You walk away with concrete tools to communicate, listen and convert resistances into support.

Participant Profiles

Managers
Team Leaders

Objectives

Understand the human mechanisms of change
Identify and decode resistances
Master communication levers in transformation
Manage difficult emotions and discussions
Build a tailor made support plan

Prerequisites

Have followed the training: “The Fundamentals of team management” or have equivalent knowledge

Course Content

Representations of change

Know the different sociological approaches
The systemic approach needed for change
Unstable balance: homeostasis
The different types of behavior in the face of change: welcoming and controlling your own reactions
The origins of resistance to change
Questioning and the grieving process: identifying the brakes and contradictions
The representation of change: a filter question
Attitude towards change: change followed or change experienced
Identify the key actors of change and identify their position: allies, torn apart, indifferent, opponents
Potential losses and gains, real or assumed

Adapting to change

Identify the different types of behavior over time: shock, questioning, re-mobilization, commitment
Adapting behaviors and attitudes: between adaptation and reaction. Find possible “hidden gifts”
Establish the cost / benefit balance of the change for its employees
Analyze the stressors in change
Understand the challenges and key stages of personal development: self-knowledge, self-confidence and self-confidence

Giving meaning and motivating change

Using change as a factor for progress
Build a message that gives a clear vision of change
Clarify the objectives of the change. Help the other to this clarification
Know how to trigger change and motivate around change
Motivate by finding the positive function. Building on the flaws of the old system
Develop the positive thoughts of your employees
Understanding the filters that pollute interpersonal communication

Communicating around change

Share your ideas
Implement fertile communication. Share the change and make it attractive to all
Know the basic principles of communication. Positive communication
Identify barriers to communication
Active listening: a communication tool for change. Posture and techniques
How to organize a participatory meeting? The four strong points to prepare it
How to conduct a meeting to gain acceptance for the change?
Master the key steps to lead a participatory meeting
Rely on leaders. Identify actors and act

Support change

Knowing the three determining criteria for committing or not to change
Understand the effect of everyone’s change
Management anticipation and planning of change
Identify the change project in order to better support it
Identify the six key stages of change management: from ownership to management
Build your communication plan: objectives and means implemented
The “small steps” policy: defining micro-steps allowing rapid results to be obtained
Regulate emotions
Mastering the steering tools for managers
Establish the change dashboard
Detect any anomalies and drifts
Practicing local management: individual and collective support

Documentation

Digital coursware included

Lab / Exercises

Situation
Work in group
Work on lived situations
Feedback from experiences

Complementary Courses

Eligible Funding

ITTA is a partner of a continuing education fund dedicated to temporary workers. This fund can subsidize your training, provided that you are subject to the “Service Provision” collective labor agreement (CCT) and meet certain conditions, including having worked at least 88 hours in the past 12 months.

Additional Information

Why follow a change management training

Reorganization, tool change, merger, new strategy: managers face transformations whose project dimension is well covered, but whose human dimension is often under-equipped. This course offers a structured approach for those who want to upskill on this critical part: how to bring humans through, not against, the transformation.

Understand the human mechanisms of change

Bridges, Kübler-Ross, ADKAR: several models describe psychological transition. The course presents the most operational ones and helps you read in your team the signs of each phase: denial, anger, exploration, anchoring. A clear key to understand what is happening behind the visible behavior.

Decode resistances

A resistance is rarely opposition for its own sake. It is often a fear (loss of role, doubt of competence, fatigue), a poorly heard signal or a real point of vigilance. The course teaches you to listen to resistances, decode them and respond constructively without dismissing them.

Master communication levers

In change, repeating the project narrative is not enough. The course details the levers: meaning (why), method (how), milestones (when), spaces of expression. With concrete templates ready to be used in your meetings, emails and team workshops.

Manage difficult discussions

An angry collaborator, a manager skeptical of the direction, a team in passive opposition: these difficult moments rest on managerial skills that can be trained. The course offers role plays directly inspired from real situations.

Build a tailor made support plan

The course closes with the construction of an action plan focused on a real change in your context: stakeholder mapping, communication plan, support rituals, indicators. You leave with a usable canvas at the start of next week.

Practical change management training in Carouge and Le Flon

At ITTA centers in Carouge and Le Flon, this course runs over two days with a transformation expert. Format with theory, role plays and structuring of a real change project.

Who this course is for

Managers, HR, transformation project leaders, internal change managers, technical leads with transformation dimension, growing founders. In Geneva and Lausanne, the course welcomes participants from international organizations, banking, pharma industry and public sector. No specific prerequisite.

Concretely, what will you be able to do at the end

You understand the human mechanisms of change (Bridges, Kübler-Ross, ADKAR), identify and decode your team’s resistances, master communication levers in transformation, manage difficult emotional conversations, and build a tailor-made support plan. You leave with a complete plan on a real ongoing change.

Concrete use cases in business

An ERP project leader transforming team resistance into engagement through sincere conversations. A manager accompanying her direction on imposed reorganization without breaking the team. A change manager aligning sponsors and users on complex deployment. The course works these three situations on brought real cases.

Articulation with other ITTA courses

This training combines well with transversal leadership (course 14839) for piloting without authority, difficult conversation (course 14836) for sensitive exchanges, and emotional intelligence for emotional dimension. Many change managers enroll in one of these courses.

Why this course makes a difference in professional environment

Change accompaniment today is a mature discipline, with proven models (Bridges, Kübler-Ross, ADKAR) and operational tools validated by decades of practice in transformation. Kotter works, organizational sociology research: change management today has a solid foundation that distinguishes rigorous use from seminar slogans. This training proposes an outfitted applicable approach.

Typical cases by your job

An ERP project leader transforming team resistance into engagement. A manager accompanying his direction on imposed reorganization without breaking the team. A change manager aligning sponsors and users on complex deployment. The course adapts exercises to your context with personalized feedback on posture and accompaniment strategy.

Change accompaniment is work inscribed in long project time: several months minimum, sometimes several years. The course proposes progressive approach and anchoring rituals structuring this long time, with clear milestones and simple indicators to measure team trajectory.

FAQ Change management training

Is the course for managers only?

Mostly yes, but project managers, HR and consultants who deploy transformations also draw direct value from it.

Difference with project management?

Project management deals with planning, scope and resources. Change management deals with humans: adhesion, communication, support. The two complement each other.

Is the course adapted to a digital change?

Yes. ERP, CRM, internal Cloud or AI changes have a strong human dimension. Cases worked include digital transformations.

Are external coaches present?

The course is conducted by a senior instructor, with practical cases. For prolonged individual support, a complementary coaching can be arranged.

Change management in regulated and international contexts

The Geneva and Lausanne professional landscape combines international workforce and regulated industries, both adding complexity to change management. International teams require multilingual communication and cultural sensitivity. Regulated industries require legal and compliance integration in the change plan. The course briefly addresses these specific contexts with concrete techniques to navigate the additional complexity without losing momentum.

Does the course handle change resistance from senior stakeholders?

Yes, the case of senior stakeholder resistance is treated specifically, with techniques for upward influence and frame-shifting conversations adapted to political dimensions of transformation projects.

Does it cover digital transformations?

Yes, digital transformations (ERP, CRM, AI, automation) are integrated with their specific human dimensions: replacement fear, learning curve, role redefinition.

Where do sessions take place?

ITTA has three centers in French speaking Switzerland: in Geneva (Carouge, Route des Jeunes 35), in Lausanne at the Flon (Rue des Cotes de Montbenon 16) and at Lausanne Mon-Repos (Avenue de Mon-repos 24). The training is also available in virtual classroom.