Verandermanagement (9 colleges)

Everyone is in favor of change. Until it starts to hurt. Because then it turns out people aren’t all that willing to change. Then comes the discomfort. The resistance. The doubt. And that is precisely where the real work of change management begins. Not with the structure, but with the behavior.

And especially the behavior in the undercurrent. We often think that change revolves around the right plan. But plans are rarely the problem. The behavior needed to realize those plans—that is the bottleneck. Yet that is what is least focused on. Managers are sent out with formats, KPIs, and timelines. But not with insight into group behavior, social patterns, or the psychology of resistance. That is why this lecture series does not give you a step-by-step plan, but a compass. You will learn not only what to do, but above all how to make a difference when things get tense. When people disengage, become resistant, or conversely, become too compliant. You will learn to look at behavior, power, patterns, and undercurrents with fresh eyes.

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