Course: How to Handle Change Fatigue in Organisations

Course Outline: Managing and Avoiding Change Fatigue

Audience: Emerging leaders, HR managers in medium to large Business (frontline managers encouraged) AU focused, applicable globally

Ideal length & format: 3×3 hour virtual live sessions + one half day in person workshop (hybrid delivery may be available).

Delivery mode: Hybrid , live virtual sessions for national teams (Sydney, Melbourne etc) with a practical, face to face half day to apply the learning locally.

Price guide and restrictions: $1250 incl. GST per delegate (bulk discount available for 10+ cohorts), blended cohort size 30. Face to face workshop travel is metro only; regional delivery available for a negotiated fee.

Pre course platform: our LMS for prework and microlearning follow up.

Assessment and evaluation: Pre course diagnostic survey; live roleplay scoring versus agreed rubrics; post course pulse surveys at 30/90 days; manager observation check list; key measurements tracked: change adoption rate, absence days, voluntary turnover in affected teams, internal engagement scores.

Key points and conclusions

Change fatigue is behavioural, psychological and systemic. This program assists leaders and HR teams in diagnosing the drivers, prioritising change, reducing noise and building sustainable capability to enable an Organisation to do fewer things better, and embed change readiness as business as usual! It's pragmatic, evidence informed and for leaders past the point of one size fits all toolkits. We run the workshop with a bit of Aussie pragmatism: give people the tools, don't sink them in process.

Why this program matters (one bold opinion)

Most organisations think they can cure change fatigue with comms and perks. That's fine , but insufficient. But real progress comes when leadership narrows the change portfolio and applies the principles of a product pipeline to the flow of change. Less of them, done properly and with more enfranchised stakeholder input, trumps constant activity. Others will disagree , they like the "we're always changing" badge. That badge is becoming costly.

Learning outcomes

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By the end of this programme participants will be able to:
- Diagnosis symptoms and root cause of change fatigue in their teams using a simple diagnostic tool; turn this into a prioritised action plan within 14 days
- Design, evidence and deploy a portfolio prioritisation that reduces concurrent initiatives by at least 20% in the next quarter
- Build and test a three step communication and engagement cadence which demonstrably improves perceived clarity of change by staff (measured via pre/post pulse)
- Coach managers on application of resilience techniques/adaptive leadership behaviours: manager scoring at least 15% higher observed adaptive behaviours in simulated roleplay
- Establish measurement and governance tying change activity to business impact (adoption rates/productivity proxies/attrition)

Core evidence point (for launch comms use)

Projects that apply effective change management are 6x more likely to meet or exceed objectives , Industry standard from a database of change projects compiled by change practitioners. (See Sources & Notes.)

Programme architecture , overview

Prework (1 week before session 1)
- Participant intake form: Role and key current initiatives, pain points.
- Organisational change heat map attendees complete short survey assessing pace, volume, clarity and support (10 minutes).
- One short article two micro videos on the neuroscience of change (70% in 90 days); change related absences; voluntary turnover in impacted teams; time to value for key initiatives.
- Manager observation checklist: used by participants' direct managers after workshops as a method of qualitative corroboration.
- ROI estimation: quick model issued in templates that can be used to estimate savings from reduced rework; lower attrition costs and faster rate of adoption.

Real practical tools & templates

Customisation options (examples)
- Sector adoption: healthcare, financial services, retail , we've customised examples and metrics to the uniqueness of your industry.
- Executive brief: a 60 minute board ready summary for senior leaders; pitch them with the governance dashboard and risk profile handout.
- Scale roll out: train the trainer pathway for internal capability, 2 day certification for internal facilitators.
- Regional delivery: half day local workshops in Melbourne or Brisbane with remote logging in from participants elsewhere

Reader question 4

How is consequence performing?

Risks, dependencies and mitigations
- Risk: leaders sign up, leaders don't change. Mitigation: invite senior sponsor to the consolidate in person; require a sponsor commitment statement
- Risk: training fatigue , participants trained out. Mitigation: leveraging microlearning follow ups and spacing principle; short, actionable post work
- Risk: measurement not stringent. Mitigation: the need for low level intervention and hands on coaching to get the 1st round of measurement launched with simple, practical dashboards
- Dependency: senior alignment/ resources. Moderation: pre program ed executive briefing and charter

Note whether a modified governance checklist.

Case Studies & Change Scenarios (samples of cases used in workshops)
- Case A: Multiple competing IT and process change across 2 BUs which are overcommitted BAU.
- Case B: Merger integration with opposing local culture, two reporting lines

Follow up and sustainment
- 90 day cohort check in: Virtual session (60 min) to discuss progress against blockers.
- Optional ongoing monthly micro pulse surveys for 6 months after engagement (admin via LMS).
- Access to an alumni forum for peer support and resource sharing.
- Quarterly refresher live session (90 minutes) focused on measurement and governance recalibration.

Expected result and standard impact ('what a client typically reports')
- Clearer prioritisation of change activity: often reduces concurrent change format by 15 30% in Q1.
- Greater manager confidence in having meaningful conversations about change (witnessed on our rehearsal).
- Clearer linkage between the programme logic for change and business outcomes through effective governance.
- Improved staff perception of clarity, support (Bespoke pulse surveys report this).

Two provocative pieces of advice (you will hear them in the session)
, Make fewer major changes Declare victory earlier Quality over quantity. For long term agility, quit pouring effort into dozens of small under resourced changes.
, Leadership need to own outcomes of change, HR designs and partners but the business are accountable for success measures in their KPIs. Yes, HR is important , but it's not the boss.

Logistics and requirements
- Prework completion is required in order to get full cohort value.
- Participants are asked to bring one active change initiative to work with during the programme.
- Technology: stable internet if you plan for virtual sessions using Zoom, access calendar and team collaboration tools as there will be additional work time scheduled outside of Zoom sessions.

Facilitator notes (internal trainers)
, Theory , keep it brief and use stories relating to Australian workplaces (Sydney financial services example, Melbourne manufacturing case (anonymised))
Push the specific: avoid general promises. When your team members say "we'll communicate better," ask "who, what, when, how measured?
, Use energisers and micro breaks; empathy dungeons are vital.

Assessment and iterative improvement: we spend the week interviewing participants in structured conversations, then make small changes to our deliverable that gets written over the weekend, with in market franchisees now being offered bespoke help by their buddies this may include specific sectoral references in some cases (for example increasing or varying authority as needed).
- Follow up governance groups recognised within weeks two of delivery ongoing / longer term monitoring will check post intervention take up

In order to measure the outcome of participating on elements

Project: Post cohort analytics, compare adoption and engagement metrics to pre work baseline.

Legal and confidentiality
- All information is the IP of the provider; participant data are governed by confidentiality agreement. We propose an in request communication barrier for case sensitive cases.

Closing note

This program is for practitioners not academics. It guides leaders to cut through noise, prioritise boldly and build the muscle memory that their teams require. It's a little blunt. That's intentional. Change is messy; best to be helpful than polite.

Sources & Notes
- Prosci. (2020). Best Practices in Change Management Benchmarking Report. Prosci Research. (Industry finding: Projects with strong change management aspect are several times more likely to meet their objectives.)
- Safe Work Australia. Resources (on psychosocial hazards and work related stress) (overview of the state of play in relation to these issues in Australian workplaces).
- We include evidence based, current change approaches and tools that have been modified for use in an Australian context and organisational culture.