Change Management Foundation and Practitioner

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Change Management Foundation and Practitioner

Who is this course for?

This course will be essential for those involved in all aspects of change management. This could be leading or about to lead a change programme, supporting colleagues, teams and organisations through change, actively managing themselves during a period of change, or seeking a recognised, internationally accredited qualification.


What are the entry requirements for the course?

There are no formal entry requirements for this course, however the Business Development Centre (BDC) team will discuss the content in full, ahead of enrolment. 

A pre-course interview may be required.

Who is the trainer?

Nicola Busby is an experienced change professional who is passionate about the benefits that business change management can bring to organisations and staff going through change. She has supported many organisations in the private, public and not for profit sectors through a wide variety of change, including:

  • organisational transformations, restructures and mergers
  • IT – enabled change
  • cultural and behavioural change
  • building organisational capacity to deliver change

Nicola’s clients have included Penguin Random House, Houses of Parliament, Financial Ombudsmen Service, National Childbirth Trust, BBC, ITV, Network Rail, Kent County Council.

Nicola is an accredited trainer for the APMG Change Management qualification and authored the chapter on Change Readiness, Planning and Measurement for the set text for the course ‘The Effective Change Managers Handbook.’

Nicola’s latest book ‘The Shape of Change: a guide to planning, implementing and embedding organisational change,’ is published by Routledge and available now.


How long is this course?

The course is run over five full day workshops from the 16- 20 October 2017 at Highlands College.



What will I study on this course?

This course:

  • Provides a structured approach to change in an organisational context.
  • Complements formal approaches to portfolio, programme and project management.
  • People-focused with emphasis on the impact of change.
  • Promotes best practice change management within organisations.
  • Establishes the relationship between project management and change.
  • Enhances the change planning process and change programme management.

Course objectives:

  • Achieve an internationally recognised APMG International qualification at Foundation and Practitioner levels.
  • Learn from the experts, all of whom are experienced change management practitioners.
  • Gain a clear, practical understanding of the implications and impacts of change on people and organisations.
  • Gain knowledge and understanding of how to support people through change.



What Qualification will I gain?

Change Management – Foundation & Practitioner


Will I go out on work experience?



How is the course assessed?

Exam based as follows:

  • Foundation: 40 minutes, closed book, 50 multiple-choice questions.
  • Practitioner: 2½ hours, open book, four scenario-based objective questions.


What does this course lead on to?

CMI Level 5 or 7 Qualifications.


How much will it cost?

£1,470 (inclusive of GST)

Instalment payment plan available


How can I find out more?

Please contact the Business Development Centre on 608755 or email:


Course content

Change and the individual:

  • How change impacts individuals and the ‘journey’ people travel when dealing with change.
  • The psychology of change and what motivates people to embrace or resist change.
  • How personality and individual ‘difference’ impacts communications and relationships during change.
  • The theories and models which describe the learning process, learning styles and the learning ‘dip’.
  • Defining what is to be learned when planning training during change.

Change and the organisation:

  • How change works in organisations and the different change approaches and models found in organisations, including systems thinking.
  • Key roles in organisational change and what makes good ‘Sponsors’ and ‘Change Agents’.
  • Useful metaphors and images of organisations that help explain how they approach change.
  • What is meant by ‘organisational culture’ and some descriptions of cultural ‘types’ and key dimensions / categories of culture in organisations.
  • The theory and roots of ‘emergent’ change, and change situations that require an emergent approach.
  • The strategic context for change – cascading decisions and design.
  • Implementing strategy through portfolios, programmes and projects.
  • Viewpoints and perspectives of change – vision and writing a vision statement.


Communication and Stakeholder Engagement:

  • Principles for stakeholder engagement; identifying, and segmenting stakeholders.
  • Mapping stakeholders using a stakeholder ‘radar’ and ‘two-dimensional’ matrix e.g. power/influence versus interest in the change.
  • Managing relationships and mobilising stakeholders using a variety of influencing strategies.
  • Communication biases, feedback, interpersonal and mass communications, one-way versus two-way communications, using communications to achieve engagement.
  • Maintaining a people-focused approach to communications.
  • Barriers to effective communication and encouraging engagement by appealing to hearts and minds.
  • Using ‘push-pull’ channels, lean and rich communications channels, fostering collaboration.
  • Communication planning: developing a communication strategy and plan for change.


Change Management Practice:

  • Identifying and categorising change impacts on the organisation and its people.
  • Readiness for and motivation to change.
  • How to work with individuals in large changes: establishing change agent networks (recruiting and developing the network).
  • Working with middle managers and strategies to improve adoption of change.
  • Laying the foundations for successful change – building an effective change team.
  • Developing a change management plan.
  • The ‘psychological contract’ between management and staff.
  • Common types and causes of resistance and how to deal with it.
  • Building and sustaining momentum in change.
  • Levers and leverage – types of levers used in organisations to achieve ’critical mass’ and lasting change.
  • Reinforcing systems – vicious and virtuous cycles.
  • Understanding the project environment – project methodologies: considerations for change management.
  • Identifying key project roles and owners – project sponsor and project board; project stakeholders and influencers; change management governance; Understanding the business change landscape.
  • Developing a change delivery plan.