Change Management Models

10 Change Management Models for Successful Organizational Change

Managing organizational change is a constantly evolving field of research, and using change management models can help teams add structure to a complex process.

Although organizations are constantly evolving and making changes, only 34% of change initiatives are successful. This makes one thing clear: Teams need proven strategies to ensure their changes last.

In this guide, we’ll walk you through the basics of change management models and introduce you to ten of the most commonly used frameworks for achieving sustainable change.
Important facts

Key Facts

• Change management models help organizations develop, implement, and manage change effectively.
• Over the years, many change models have been developed to meet the needs of companies.
• A successful and sustainable change management strategy may involve the application of different models or even the combination of several models, depending on the situation.

Change Management Models: Defined

Change management is an umbrella term that encompasses many approaches, tactics and methods that help organizations manage change. However, to better understand it and put it into action, companies need change management models (as part of a change management framework) to do change management properly.

Change management models: The importance for HR

Change management models are particularly important for HR professionals because HR often takes the lead in implementing new organizational changes. For example, the human resources department may be responsible for:

• Elimination of resistance to change
• Redefining roles and responsibilities for employees
• To manage the phases of change
• Support and necessary training for employees

Change management models can support HR teams in their efforts to not only implement change across the company, but also to support employees and ensure that the change lasts in the long term.

The 10 best models for change management

There are many change management models that companies can use to implement change. Below we have compiled information on ten of the best models for you to consider:

1.Lewin’s model for change management

The Lewin Model of Change Management, developed by Kurt Lewin in the 1950s, is a three-step process for managing change in organizations. It consists of unfreezing, changing and refreezing.

• Unfreeze – The preparation phase. Employers analyze how the current state works, uncover what needs to change, and justify to employees why the change is necessary. Overcoming resistance to change is key.
• Change – The implementation phase. This is about implementing the desired changes, e.g. B. the introduction of new processes or technologies, and further communication with employees.
• Refreeze – The phase of moving forward. This is about solidifying the changes and ensuring they are accepted and become the new norm. This includes assessing the effectiveness of the changes, reinforcing desired behavior, and providing support and recognition.

2.The ADKAR change management model

The ADKAR model – an acronym for Awareness, Desire, Knowledge, Ability and Reinforcement – is a change management model developed by Jeff Hiatt (founder of Prosci) that empowers the individual provides a framework to move from one’s current state to one’s desired future state.

• Awareness – Recognize the need for change and gain support from key stakeholders.
• Desire – Create a desire for change in people by communicating the benefits of change.
• Knowledge – Providing employees with the knowledge and skills needed to effectively implement the change.
• Capability – Provide employees with the support and resources necessary to successfully implement the change.
• Reinforcement – Continue to collaborate with stakeholders to sustain and reinforce the change over time.

3.McKinsey 7-S change model

McKinsey’s 7-S model is one of the oldest change models that is still widely used today. It consists of seven categories that organizations must align with in order to successfully implement change:

• Strategy – Development of a detailed action plan to guide change management.
• Structure – Establishing the organizational structure or hierarchy.
• Systems – Determine the systems that will be used to complete the tasks.
• Shared Values – Identifying the core values that form the foundation of the organization.
• Style – The approach used in implementing change.
• Personnel – assessment of the work skills of all personnel.
• Skills – Assessment of employees’ competencies, skills and experience.

4.Kotter’s 8-step theory

The Kotter 8-Step Theory is a change management model developed by John Kotter, a Harvard Business School professor. It places particular emphasis on the people involved in the change management process and their response to the change. The eight steps are:

• Step 1: Create a Sense of Urgency – Create a sense of urgency by explaining the need for the change and how it will benefit the company.
• Step 2: Build a Powerful Coalition – Assemble a group of influential people with diverse skills and roles to drive change.
• Step 3: Create a Vision – Develop a vision and strategy for the change effort.
• Step 4: Communicate the vision – Communicate the vision to everyone in the company and make sure everyone knows their role.
• Step 5: Remove Obstacles – Identify any obstacles that could hinder change efforts or cause friction.
• Step 6: Create Short-Term Goals – Set small, achievable goals to break the change management action plan into steps.
• Step 7: Don’t let up – Momentum is key, so keep moving forward with the change process even when successes or obstacles arise.
• Step 8: Implement Change – Reinforce the changes by making them part of the company culture.

5.Nudge theory

Nudge theory is a concept used in change management that involves influencing people’s behavior through small, subtle changes to promote the desired outcome. Unlike most other models, there are no predefined steps, but rather it’s about finding ways to “nudge” employees toward the desired changes without leadership giving orders for change from above.

To effectively implement change using nudge theory, you should look at the process from the employee’s perspective, communicate the benefits, and treat it as a suggestion rather than a command. Pay attention to feedback as the process progresses.

6.Kübler-Ross change curve

The Kübler-Ross change curve was developed in 1969 by psychiatrist Elisabeth Kübler-Ross and is known to many as the model for describing the stages of grief. However, it can also be applied to other types of change and the way people experience them. Understanding the phases of the curve will help you better respond to employee reactions to change.

• Denial – At this stage the person refuses to accept the change and tries to deny that it has occurred.
• Anger – In this stage, the person begins to realize the reality of the situation and expresses their anger and frustration.
• Negotiate – In this phase the person attempts to negotiate and perhaps pushes for a compromise.
• Depression – As the person begins to accept the change and feels hopeless about it, they may experience a sense of sadness and loss.
• Acceptance – The person comes to terms with the change and begins to move forward.

Design your change approach to anticipate and manage all of the employee emotions mentioned above, thereby preventing the most negative reactions.

7.Maurer 3 stages of resistance and change model

The Three Stages of Resistance and Change model developed by Rick Maurer outlines the stages of resistance you may encounter from your employees during the change process and how to respond to them.

• Level 1: I don’t understand – This may be due to a lack of information, inconsistencies with the data, or confusion about the meaning of it all.
• Stage 2: I don’t like it – The emotional reaction to a change. Employees may be in “fight or flight mode” and fear that the change will cause them to lose status or control.
• Level 3: I Don’t Like You – At this level of resistance, employees may even like the change, but they don’t like or trust the messenger or organization.

8.Forming-Storming-Norming-Performing

This team life cycle model was developed in 1965 by psychologist Bruce Tuchman. Essentially, the lifecycle of a team works like this:

• Forming – The individual members come together but continue to work alone.
• Storming – Conflicts arise, but members begin to recognize each other as a team.
• Norming – Rules are established for dealing with conflicts and relationships are built.
• Performing – A real team is formed when communication begins between individual members.

9.Maslow’s hierarchy of needs

Maslow’s hierarchy of needs model includes five classic levels that motivate people:

• Physiological needs
• Security needs
• Social needs
• Individual needs
• Self-realization

These can each be expanded and should always be seen in context (culture, socialization, etc.). They are relevant for change projects because, for example, safety is a central aspect that must be taken into account when dealing with employees.

10.Four sides of communication

The four-sided model of communication, developed by Friedemann Schulz von Thun, consists of four sides:

• Fact
• Self-disclosure
• Relationship
• Appeal

Basically it’s about recognizing that every message has these four sides. So when it comes to change processes, the messages you communicate with your employees are important because they can be broken down into these four facets.

Each “side” expresses the same message in different ways.

The factual page is just that: a statement of fact. Whether it is a data point or a self-evident truth, the factual side is a statement that most people recognize as true or simply understand.

The self-disclosing side, regardless of whether the messenger is a person or an organization, is a “revelation” of personal information that reveals motives, values, emotions, or the like. You can think of this as the processing or logic phase.

The relationship page is then the page that connects with the person receiving the message. It is an admission of what the sender of the messenger thinks of that person.

Finally, the appeal side is the “request”. It is what the sender wants to receive from the recipient and can be an instruction, a demand, an advice, an insight or something similar.

Application of models to manage change in organizations

Every change management model is different, and you may need to change the model you use depending on the situation. In some cases it may make sense to combine two or more models.

For example, perhaps you use the emergence, change, and reemergence phases of Lewin’s model of change. During these phases, you could use insights from Maurer’s three levels of resistance to understand and manage employee resistance.

Successful change management models for sustainable change

I hope these change management examples have helped you learn a little more about how you can facilitate change in your organization. Overall, it’s really helpful to have a change management framework in place so you can get a clear sense of how to approach change in your organization.

As you advise your management team on this process, feel free to refer to these change management models. In this way, you emphasize a science-based approach to change.

Finally, poor communication, especially with key stakeholders, and a lack of analysis and reports are the most common criticisms raised by employees when it comes to implementing change.

If you can act with sensitivity, you have already taken important steps towards creating sustainable change.

Frequently asked questions about change management models

What are change management models?

Change management models are a framework that organizations and HR teams use to initiate organizational change and manage factors such as employee response, changing processes, collecting feedback, and ensuring the durability of change.

Why should HR use change management models?

HR professionals should use change management models because HR is often the team that takes the lead in implementing new organizational changes. Using change management models, they can help eliminate employee resistance to change, redefine roles, manage the stages of the process and provide the necessary support and training.

What are the best models for change management?

There are many change management models, but some of the most popular include the Lewin Change Management Model, the ADKAR Model, McKinsey’s 7-S Change Model, and Kotter’s 8-Step Theory.