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NOTE: In this example, Learning Outcomes (as part of the "Why" analysis) are listed next to their corresponding modules 

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NOTE: In this example, Learning Outcomes (as part of the "Why" analysis) are listed next to their corresponding modules 

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Delivery Mode, LX design, Flow, Timeline

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Delivery Mode, LX design, Flow, Timeline

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1. Mostly formal learning, with supporting informal elements (dedicated #Slack channel)
2. Mostly Asynchronous, with supporting synchronous and social elements
3. Core and Spoke flow, with a linear Core course and network-type Spoke elements
4. Ideally every manager (+ team leaders in the manager pipeline) should be enrolled to the programme
5. Core learning: 40-60 min per module, video essays: 15-20 min, case sturdy discussions: 60 min
6. With the exception of the video channel, feedback is/can be provided to the learners instantly. Long-term assessment should take place during the company's performance evaluation cycle

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Reflection on the Content Map & Learning Outcomes

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Reflection on the Content Map & Learning Outcomes

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1. Unnecessary, not practical items should be skipped (ie. no need to create content around the history of change management)
2. Two ways of consuming content: they can go through the whole syllabus, or just topics that are relevant to them in any given moment
3. Learning Outcomes address Bloom's first 3 levels of learning (Remember, Understand, Apply)
4. SMART outcomes (Specific, Measurable, Attainable, Relevant, Timely)

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Topic 4 | Managing Change in the Organization

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Topic 4 | Managing Change in the Organization

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1. Flux and Transformation metaphor
2. Kotter's 8 steps to transformation
3. Planned vs Transitional Change

Learning outcomes (by the end of this topic, they'll be able to):
- Explain Morgan's Flux and Transformation metaphor and identify examples from their own career
- Describe Kotter's 8 steps of change and implement an action plan to improve their teams acceptance of the change initiative
- Explain the differences between transition management and change management and recognize the 3 steps of transition

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1. Planning and Structuring Change
2. Individuals and team dynamic
3. Tuckman's Model of Team Change

Learning outcomes (by the end of this topic, they'll be able to):
- Understand how to prepare their teams for an upcoming organisational change initiative and gain their support
- Identify the time and need for corrective action by understanding their team members' cues in communication
- Identify their own team's position in Tuckman's Team Change Model and implement steps to move toward 'Performing'

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Topic 2 | A Leader's Role in Managing Change

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Topic 2 | A Leader's Role in Managing Change

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1. Understanding and communicating through the Change Curve
2. How to identify focus areas in a change situation?
3. The Six Emotional Leadership Styles

Learning outcomes (by the end of this topic, they'll be able to):
- Identify the stages of the Kübler-Ross Change Curve and recognize their team's position on it
- Define and execute the steps of a communication plan fitting their current position on the change curve
- Define their emotional leadership style and compare its fit to their team's need in a change situation

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1. Organisational Change: definition, causes, types
2. The importance of Change Management in today's workplace
3. Connection points between Project Management and Change Management

Learning outcomes (by the end of this topic, they'll be able to):
- Explain the importance of effectively managing change within their own roles and extended teams
- Define and recognize causes and types of organisational change within their extended team
- Explain their own role within a change management enabled operational structure

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Module 5 | Ownership and Taking Responsibility

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Module 5 | Ownership and Taking Responsibility

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Ecosystem of Change Leadership Programme | Content Map

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Ecosystem of Change Leadership Programme | Content Map

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modular overview

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1. Change management
2. Servant leadership
3. Coaching leadership styles
4. Growth Mindset
5. Ownership and taking responsibility

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1. Managers lack knowledge and practical experience around topics that are business critical for the company --- solution need to cover multiple topics
2. They lack awareness of already existing expertise and solutions --- social aspect needs to be dominant to combat silo-style working
3. Managers are missing a support structure that can guide them during their day-to-day --- emphasis on handouts and learning aids

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1. Not a simple knowledge/skill building project, it is expected to drive a top-down culture change. As such, the senior management must support the learning experience with non-learning related activities, like building this programme into their yearly evaluation cycle (and recommending content ).
2. Not a one-off solution, but a longer project where the change must be driven by the learners themselves (although different motivations might create an issue).
3. Ideally the learners can be given (some) control over (some) part of the content, but the first stage should be completely mapped out content-wise.
4. Differences in survey feedback might mean that the teams are currently working in 'silos' - they have the knowledge but lack opportunities for sharing it. This means that creating a space for knowledge sharing and social interaction between different teams should be a priority. The mentality, experience and knowledge are already there, the learners just need to find a way to harness and distribute it.
5. The company has an extensive L&D library - existing content should be reviewed and linked into the programme, especially around "traditional" skill topics, like communication skills, emotional intelligence, problem-solving. Learners should be given credit if they have already completed some linked learning.

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1. We have learners with vastly different motivations. In order to engage them with the programme, during their learning experience:

Razvan needs to get the opportunity to explain and demonstrate his expertise,

Edina needs to explore ideas that are "out of the box", and

Kitty needs to be able to show that she knows the right answer (and get recognition for it)

2. Some content should be accessible from outside of the company firewall, as Kitty doesn't have a company phone
3. Since they have different needs, preferences, and current level of experience with the topic, we should consider creating multiple levels & formats of the same content
4. All 3 personas would hugely benefit from a learning community, although their expected level of involvement is different

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"Leaf" is multinational IT Services company, with over 30 years of market experience.

Retention
Since the start of the pandemic, their attrition rates have been steadily climbing. They have trouble retaining talent and the day-to-day operation has started to get affected by constant newcomer education and having to wait for the new people to get up to speed.

Review has been conducted over the existing newcomer education - it cannot/shouldn't be shortened.

Review of exit interview feedback revealed that leadership has been missing crucial opportunities for retaining their people.

Morale trending down
Their yearly 'People Survey' results have been trending negatively for the 3rd year in the row. Their previously implemented action plans (focused on restructuring compensation, flexible work, and employee-driven improvement projects) didn't yield sufficient results.

trust in leadership is all-time low

people feel insecure in their roles

they don't feel that they have a clear sense of the company's direction

Not all managers got the same feedback, some were actually mentioned in a very positive light.

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1. Multimedia eLearning course (Rise 360) covering:
- opening video:

Why is this topic relevant to you as a manager

Typical scenarios where you might have encountered this topic

Summary what you are already familiar with

- theory overview (all topics)
- scenario-based activity with real life examples, providing instant feedback and reflection points (the number of scenarios are topic specific)
- takeaways

toolkit with checklists and templates (explanation provided, interactive PDFs if possible)

relevant case studies

curated list of additional content

Rise 360 was selected because this course needs to act as instantly accessible knowledge base, as well as a learning course

2. YouTube channel
(dedicated to the programme, covering topics for all modules)
- entertaining video essays that analyse a topic through a pop-culture lens, for example:

Game of Thrones' John Snow's downfall through the Kübler-Ross Change Curve

Marvel's Thanos presenting Kotter's 8 step approach to organizational change

Growth Mindset and breaking the loops of comfort through HBO's West World

- goal: learners should share these videos within their social media network

3. Live Virtual Case study discussions (The 3Ws, What Went Wrong)
- facilitated discussion where a case study is presented (by one of the managers) and the others can ask questions and brainstorm solutions
- these case studies should be brought in from within the company
- frequency: once, maybe twice a month, depending on the available number of cases and current workload
- participation is not mandatory
- recordings are stored and available for self-paced consumption

4. #Slack Channel dedicated to each module
- #Slack is part of the company's day-to-day operation
- all managers participating in the program should be automatically added to the channel, regardless of course completion