| Model | Description | Benefits | Limitations | Purpose | Additional Insights for Some Models |
| Kotter's Change Management Model | Steps to encourge new behaviors for successful organizational change | Provides an eight-step actionable checklist | Lack of measurement processes and time consuming | Organizational Change Management Model | This model identifies that creating urgency is a critical first step to initiate change. Other steps, outlined in his book Leading Change, include: build coalitions and vision, remove obstacles, create short term "wins," build on the change, and anchor the change in the new structure. |
| Bridges Transition Model | Strategies for managing the emotional transitions of change | Includes a step-by-step guide to foster emotioinal acceptance of change | Not a framework for operational change | Organizational Change Management Model | Involves three steps that mirror some of the Kubler-Ross model by recognizing and planning for initial frustration and anger, impatience and resentment, in their steps. This model recognizes that change is constant, and the steps include "ending, losing, letting go," by creating the "neutral zone" and providing a "new beginning" – all of which provide structure and are repeatable. |
| Rogers' Tech Adoption Curve | Model to define the change adoption timeframe | Defines a timeline for workforce acceptance | Not a framework for operational change | Organizational Change Management Model | Most organizational change models recognize that it is critical for "buy-in" to occur, but is difficult, at best. Rogers' Tech Adoption Curve illustrates the "lifecycle" of this concept. A bell-shaped curve shows that adoption starts with the innovators, rises as majoirty of participants onborad, and finally ends with acceptance by a reluctant group alled "laggards." Note; this concept of initial reluctance is addressed in most models of innovation and change management. |
| Kubler-Ross Model | Model based on the emotional journey – five stages of grief | Most change frameworks address these stages | No clear guidance for operational change | Individual Change Management Model | This model is perhaps best at explaining the human element in change, while normally used to explain the emotional turmoil experienced by those who are terminally ill as they adapt to impending loss. Eventually, elements of shock, resistance, bargaining, and anger evolve into acceptance and adjustment and are interpreted in many organizational change methodologies. |
| Prosci ADKAR Model | Five step process: Awareness, Desire, Knowledge, Ability, and Reinforcement | Rewards individual change in organizational change process | Cumbersome process for large organizations | Individual Change Management Model | Created by Jeffrey Hiatt, this model facilitates change on an individual level since change is often less about the changes themselves and more about people's reactions to them. ADKAR is an acronym for: Awareness, Desire, Knowledge, Ability, and Reinforcement. The ADKAR model helps individuals process change through clearly defined stages that eanable them to both understand and accept the changes at hand. (*see; https://www.luicidchart.com/documents/editNewOrRegister/1d87fcfb-38db-4b4d-bd42-1cbdca427442) |
| McKinsey Model | Seven structural model that focuses on a holistic approach to change | Provides guidance and focuses on the whole organization | Very complex model | Organizational Change Management Model | Originated by Tom Peters, Robert Waterman, Richard Pascale, and Anthony Athos in 1978, this is a change management framework that focuses on two sides of change: hard and soft. The seven elements consist of strategy, structure, and systems which are defined, and shared values, style, staff, and skills which are more fluid. This model is considered complex and works at aligning and interrelating the seven elements to provide a process for continuous realignment. |
| Nudge Theory | Method advocating the benefits of behavior modification | Positive reinforecement method to drive individual change | Depends on a custom response to each change circumstance | Individual Change Management Model | From a 2008 book, Nudge, is a behavioral concept that encourages less enforcement and more indirect encouragement as a method for behavior modification. Like Covey's "habits," individuals modify their response for a better organizational outcome. |
| Stephen Covey's Model | Individual leadership development through adopting better habits | More leadership within rank and file to drive organizational change | No framework for operational change | Individual Change Management Model | Adapted from Stephen Covey's The Seven Habits of Highly Effective People, the methodology is used for both individual and organizational leadership innovation. Advocating that change must begin at a personal level, professing that "to do good, you mjust first be good." Covey's system relies on learning effective ways to modify habits. Covey is quoted as saying, "…we believe that organizational behavior is individual behavior collectivized." |
| Virginia Satir | Model for improving family relationships | Focus on the family as a unit rather than individuals | No framework for operational change | Individual Change Management Model | Visually similar to Kubler-Ross, this model, developed by a family counseling pioneer Virginia Satir, also recognizes that a "breakdown" involving resistance and chaos leads to integration and a new status quo. |
| Switch Framework | Techniques and examples on three interconnected elements of change | Good overview/stories for modeling change | No framework for operational change | Individual Change Management Model | Taken from the book, Switch: How to Change Things When Change is Hard, is a broadbased transformative method for both personal enrichment and organizational change. Reisistance (identifiied in most change methodologies) is defined by the Switch Framework as a "lack of clarity" that is remedied by good communication. Consult the book for considerably more detail. |
| EASIER Model | Six steps – Envision, Activate, Support, Implement, Ensure, and Recognize | Checklist on operational and emotional elements to organizational change | Relies on leadership effectiveness and response | Organizational Change Management Model | Is detailed in the book "How to Manage Organizational Change," by D.E. Hussey. The acronym stands for Envision, Activate, Support, Implement, Ensure, and Recognize. The name itself promotes the idea that change can be made easier through a structured methodology. |
| Deming Cycle | An ongoing process advocating "plan, do, study, and act" | Structured framework for organizational change | No process to factor emotional resistance or opposition forces | Organizational Change Management Model | Developed by Dr. W. Edwards Deming, this is a systematic process of innovation management, and is also known as Plan, Do, Study, Act (PDSA). Although, originally created to facilaite TQM (Total Quality Management) relying extensively on the use of statistical data, to assist the process of continous improvement to systematically identify and implement changes. Tending to be more process oriented and seem to exclude the variance of human emotional resistance to change. |
| Lewin's Model | Three steps – unfreeze, change, and refreeze process of change | Simples steps to combat emotional resistance and opposition | No mechanism for ongoing change | Organizational Change Management Model | Developed in the 1940s, Kurt Lewin's easy 3 step model for change is known as the "unfreeze, change, refreeze" system. In this model, emphasis is placed on ways to work around resistance through good communication, "buy-in" at all levels, recognition of the emotional element of change, and then "cementing" the new normal. The visual of reshaping an organization like a block of ice that is melted, remolded, and then frozen again illustrates the system. |
| | https://www.smartgsheet.com/which-numerous-change-management-models-and methodologies-right-your-organization |
| | https://www.luicidchart.com/documents/editNewOrRegister/1d87fcfb-38db-4b4d-bd42-1cbdca427442) |
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April 4th, 2022 
Posted in 