Change is unavoidable, and it is speeding. Organizations who handle it well will gain an advantage over their competitors. Change efforts are time consuming and costly, but businesses may survive and prosper by tackling change management with a disciplined strategy.
Adopting a framework is crucial while getting ready for organizational change. These theories and models of change management can help you decide what to include in your strategy and how to deal with typical issues like people’s natural unwillingness to change.
Burke Litwin Model of Change
Burke-Litwin thinks that the main force behind change is the environment. In fact, the majority of change may be attributed to outside forces.
Changes that come from outside the organization frequently have an influence on crucial components of organizational performance, including leadership, organizational culture, mission and strategy, and leadership style. It is your responsibility to comprehend these outside developments and determine how they will affect your team and yourself.
https://www.exeter.ac.uk/media/universityofexeter/humanresources/documents/learningdevelopment/understanding_drivers_for_change.pdf: Change management & CommunicationBridges Transition Model
The Bridges Transition Model facilitates a better understanding, management, and resolution of the human and personal aspects of transition for both individuals and organizations. The three phases of change that a person goes through are identified by the model as Ending What Currently Is, The Neutral Zone, and The New Beginning.
https://wmbridges.com/about/what-is-transition/: Change management & CommunicationLeavitt’s Diamond Model
Harold Leavitt created Leavitt’s Diamond (also known as Leavitt’s framework Model) in 1965 as a framework for analyzing the organizational-wide effects of a transformation initiative. The author identified four distinct components of any organization: people, processes or tasks, structure, and technology.
He contended that in order to achieve a successful ‘integrated transformation,’ it is critical to comprehend the relationship between each component.
Kubler Ross Change Curve Model
The Change Curve, also known as Kübler Ross’ Change Curve Model, was developed in 1969 by Swiss-American psychiatrist Elisabeth Kübler-Ross.
https://www.exeter.ac.uk/media/universityofexeter/humanresources/documents/learningdevelopment/the_change_curve.pdf: Change management & CommunicationShock, Denial, Anger, Depression, Acceptance and Integration
ADKAR Model of Change Management
In 2003, Jeff Hiatt developed the ADKAR model.
The ADKAR Model of Change Management is an outcome-oriented change management strategy that tries to reduce organizational resistance to change. The ADKAR Model, developed by Prosci founder Jeffrey Hiatt, is the Prosci change management methods.
Organizational changes frequently fail because, while employees are aware of the change, they do not understand why it is critical that they participate. And, on occasion, leaders lack the necessary strategy for engaging folks and managing opposition to change.
The ADKAR approach solves these issues by providing leaders with the proper strategy, workers with the correct knowledge, and employees with the right incentive to successfully manage organizational changes.
- Awareness of the need for change
- Desire to participate and support the change
- Knowledge of how to change
- Ability to implement desired skills and behaviors
- Reinforcement to sustain the change
John P.Kotter’s 8 Steps Model of Change Management
The 8-Step Change methodology, developed by John Kotter, is a common change management methodology that enables firms to address organizational change and digital innovation by mobilizing their staff to swiftly embrace and implement new procedures, technology, and other organizational changes.
In his 1996 book “Leading Change,” Kotter originally presented his eight-step change management model. It was later revised in 2014 to take into account changing business needs and assist organizations in accelerating change acceptance and digital transformation.
- 1. Creating a Sense of Urgency (Create)
- 2. Putting Together a Guiding Coalition (Form)
- 3. Developing Vision and Strategies (Build)
- 4. Communicating the Change Vision (Initiate)
- 5. Remove Barriers to Action (Remove)
- 6. Accomplish Short-Term Wins (Generate)
- 7. Build on the Change (Sustian)
- 8. Make Change Stick (Incorporate)
Lewin’s Model of Change Management
Kurt Lewin established one of the foundational models for understanding organizational transformation in the 1940s, and it still remains true today. His methodology is called Unfreeze – change – Refreeze, and it relates to the three-stage transformation process that he outlines.
Unfreeze The individual is in an existing state.
Change towards new ways of being change
Refreeze new state entirely with all together
