Top Ten Change Management Models:
01
Lewin’s
Change Management Model
02
02McKinsey’s
7-s Model
03
03Kotter’s
Change Theory
04
04Nudge
Theory
05
05ADKAR
Model for Change
06
06Bridges’
Transition Model
07
07Kübler-Ross’ Change Curve
08
08The Satir Change Management Model
09
09Maurer 3 Levels of Resistance and
Change Model
10
10CIOPages.com
Change Management Model
1. Lewin’s Change Management Model
One of the most popular and successful
change management models, Lewin’s Change Management Model act by Kurt Lewin, a social scientist, and physicist in the 1940s. Lewin was interested
in what factors or forces are influencing a situation at any given time —
notably, social situations. He aimed to determine the effects either hindered movement
toward a goal or drove the move toward a given unfreezing. He is mostly considered the
founder of change management.
Lewin defined any change in a
human system as “changing as three steps” or CATS. The three steps are 1. Unfreeze 2.
Change, and 3. Refreeze:
Unfreeze
Unfreeze is a preparatory phase that helps
those who will be affected by the transition to break down the current status
quo and accept that change is imminent. Key here is noting the reasons why the
current state is flawed and cannot continue.
Change
During this step, the simplicity of time, as well as excellent
communication, are used to implement change. Where the unfreeze stage can be
stressful, the change stage continues to be somewhat stressful, but it moves forth regardless
with support and constant communication. During this phase, rumors are
dispelled, and everyone is empowered to act.
Refreeze
Finally, a refreezing phase must take place
to “set in stone” the changes that were initiated in the “Change” phase.
Strategies are developed to help anchor these changes so that they do not disappear or lapse into old ways.
Successes are celebrated, and communication and support continue.
2. The McKinsey 7-S
Model
Perfect for organizations that aren’t
exactly sure how they need to change but know that something is amiss, the McKinsey 7-S
Model is yet another standard model for organizational change. McKinsey
consultants Tom Peters and Robert H. Waterman, Jr.
proposed the model in their seminal book, “In Search of Excellence.”
Essentially, the model centers on seven
core elements that all organizations must possess to perform well.
Organizations can reference these elements to see where change and realignment
are necessary or to ensure mutual reinforcement of each element to maintain quality
performance. The seven elements are:
This model aims to help organizations
ensure the alignment of these core elements:
Shared Values: The central values of an organization
Skills: The major capabilities and competencies of the organization
Staff: The characteristics of all key working roles, including demographic,
attitude, and education
Style: Behavior patterns of all work divisions
Strategy: The overall purpose of the organization and how it aims to surpass the
competition
Structure: The structural division of work within the organization
Systems: Defined procedures for resource allocation, measurement, and reward
In times of rapid change, experience could
be your worst enemy.
~J. Paul Getty, Oil Tycoon
~J. Paul Getty, Oil Tycoon
3. Kotter’s Theory
Kotter’s Theory of change management does
not as much focus directly on the change as it does put the spotlight on
the people who will need to change and who will be most affected. Still, a “top-down”
methodology is employed. This model was developed by Dr. John Kotter, a Harvard professor,
business and management thought leader, entrepreneur, and author. His change
management model consists of eight steps:
1. Create a sense of urgency: Help others see why change is needed right
away through a “bold, aspirational opportunity statement.”
2. Build a guiding coalition: Enlist key players, including stakeholders and leaders.
3. Form a strategic vision and
initiatives: Define your intended
changes.
4. Enlist a volunteer army: Get everyone else on board and driven to implement necessary change.
5. Enable action by removing
barriers: Identify and remove barriers that would
otherwise be roadblocks to freedom and effective change.
6. Generate short-term wins: Track progress and energize participants through the next celebration of
even small successes.
7. Sustain acceleration: After the initial successes, continue to press on the initiative of
change until your goals are met.
8. Institute change: Identify the new behaviors that have been positive, and continue to
express them so that they build strength and old habits don’t reappear.
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4. Nudge Theory
Unlike other methods of change listed
here, nudge theory possesses no set model of change. It is
a theory based
on behavioral science that proposes tactics and mindsets to institute a change
in behavior. The essential core of the theory is that enforcing change in the traditional,
methodical sense is not effective. Nudging change along, however, can be highly effective.
Some of the critical aspects of “nudging”
for change include making “nudges” subtle, educational, optional, open-minded,
open to discussion, indirect, and backed up with evidence. Mostly, this theory
is a bit vague, but the most basic principles are outlined in Process.St like this:
·
Define your changes
·
Consider changes from your employees’ point
of view
·
Use evidence to show the best option
·
Present the change as a choice
·
Listen to feedback
·
Limit obstacles
·
Keep the momentum up with short-term wins
The path of least resistance is the path of
the loser.
~H. G. Wells
~H. G. Wells
5. ADKAR Model for
Change
Jeff Hiatt of Prosci Change Management
created the ADKAR Model of Change. The basis for this model comes from long-term
research that Hiatt and his team conducted in more than 900 organizations who
were transitioning through a change. According to this model, the emphasis must
be placed on each being able to transition (change) successfully, and there are
five outcomes necessary for accomplishing this:
Awareness
Focus on the recognition of the need for
change. It necessitates early communication.
Desire
Leadership sponsorship of the intended
changes and resistance management help facilitate desire for change
within the working body.
Knowledge
Coaching and training help develop a keen
understanding of how to change.
Ability
Time, practice and coaching
facilitate ability in
realizing the changes that are intended for the organization at the desired performance level.
Reinforcement
Finally, recognition of success and
corrective action for possible failures help to reinforce changes and make them
permanent.
This model was created by William Bridges,
a change consultant, in his book, Managing
Transitions (1991). The model puts the focus not
on change, but the transition. Key here is
that transition is internal and occurs more slowly than change. It also occurs within the
mind. Alternatively, change is external; it happens to someone. It also occurs rather quickly.
There are three stages of transition in
this model.
Stage #1: Ending, Losing, and Letting Go
All transitions begin with an ending.
During this stage, people identify what is ending, what they are losing, and
how to let go of these losses.
Stage #2: The Neutral Zone
This stage embodies a segment of time in
which the old has passed away, but the new is still not fully in operation.
It’s not a comfortable stage, but it’s necessary and acts as a “seedbed” where new beginnings can grow.
Stage #3: The New Beginning
This step is where new understandings,
values, and attitudes are adopted. Impacted individuals have new roles, and
they understand their purpose and how they contribute to the overall goals of
the organization.
7. Kübler-Ross’
Change Curve
Elisabeth Kübler-Ross was a
world-renowned psychiatrist and creator of the “Change Curve” as well as the
“The Five Stages of Grief,” which she outlined in her book, On Death and Dying.
Both methodologies intend to help
individuals and groups accept change emotionally as well as materially or physically. As such, Like Kotter’s Theory, the
Change Curve model puts the focus on people, who — in any organization — are ultimately those responsible for
actually implementing change. Both the Change
Curve and the Five Stages of Grief are
mostly the same:
Denial: Occurs when employees resist admitting that change needs to happen and
necessitate intense communication and a slow transition into change
Anger: Occurs when people grow fearful and resentful of change, and requires
acceptance of this outrage, additional dialogue, and support
Bargaining: Occurs when employees attempt to change the intended changes and requires listening to this feedback while
remaining on firm on essential parts of the transformation
Depression: Occurs when employees slow productivity because of a sour or despaired
mood toward change, and necessitates limiting friction in activities and
implementing rewards for small successes
Acceptance: Occurs when change is fully implemented, and requires celebration of
this recognition as well as continuing to instill the changes
8. The Satir Change
Management Model
This model is similar to the Kübler-Ross
model, but the progression through change (grief or emotional transition) are
offered through a model of performance, which makes them considerably more useful for business purposes.
The model puts the focus on tracking process, which will effectually change performance over time. Instead of
instigating the changes, the five stages are meant to be plotted or graphed over
time:
Late Status Quo
This defines the starting point before the
change. What is the current state of performance, technology, morale, etc.?
Resistance
Resistance occurs when employees react with
negative emotions to change. What exactly are employees resistant to? What new
elements are causing this resistance and why?
Chaos
This stage occurs at the lowest point of
morale and motivation and the height of resistance to change.
Integration
Here, productivity takes a positive turn,
and enthusiasm begins. As with all stages, tracking performance and success is
vital.
New Status Quo
Finally, a new “normal” should be
implemented. The change has become “normal,” and ideally, higher and better
performance result.
9. Maurer 3 Levels
of Resistance and Change Model
Finally, we have the Maurer 3 Levels of
Resistance and Change Model. This model was established by Rick Maurer and outlines the three levels of resistance that any organization
will face when attempting to implement a severe change.
Maurer contents that up to two-thirds of
significant changes will fail when organizations attempt to implement them. To
understand why these common failures occur, Maurer poses that you must know what has caused
resistance. He identifies three critical levels of resistance:
I don’t get it.
This resistance occurs when employees
haven’t received enough information, disagree with the data, have a lack of
exposure to critical information, or have confusion over what the data and
information mean for them.
I don’t like it.
This is an emotional reaction to change
that occurs when employees feel jilted, fearful, or upset that they’re being
forced to alter their routines, habits, and/or job roles.
I don’t like you.
Finally, many employees take another
emotional tack with resistance, putting the negativity on the people instigating the change as opposed to on the actual changes themselves.
10. CIOPages.com Change Management Model:
CIOPages.com offers a change management
model which is free to use. For more details, please check out the
CIOPages.com Change Management Framework.
Which of the change management models have
you used for your enterprise transformation? What were the challenges and
results during the change process?
