Top 10 Change Management Models Every Organisation Should Know - British Academy For Training & Development

Categories

Facebook page

Twitter page

Top 10 Change Management Models Every Organisation Should Know

Managing change is crucial in the current complex business environment. Since organisations have become responsive to new challenges and opportunities, change management models facilitate structured frameworks through which organisations undertake change. 

This article will discuss the change management models and how to select the best change management model.

What is Change Management?

“Change management may be defined as a process used to encourage and support people, teams and organisations in making desired improvements.” 

It involves the use of frameworks and methodologies for making change initiatives delivering their goals while reducing resistance.

10 Types of Change Management Models

There are various types of change management models that organisations adopt depending on the organisation’s culture, need and the nature of the change. Here are some of the most popular models of change process:

1. Lewin's Change Management Model

lewin's change model consists of three stages:

  • Unfreeze: Disrupt the current paradigm to allow your organisation to adapt to change.

  • Change: It is provided with practical actions that incorporate new behaviours and processes.

  • Refreeze: Institutionalise the practice and make the new ways of working the unspoken norm.

Overview: These three stages make Lewin’s model one of the easiest to understand when it comes to models of change in organisations. What this model does for organisations is that it lays down a step-by-step strategy from the preparation phase to the reinforcement phase of change.

2. McKinsey 7-S Model

Elements:

  • Strategy: This is the organisation’s strategy for securing competitive advantage.

  • Structure: The structure of the organisation including reporting and supervisory structures.

  • Systems: Tasks and procedures that members of staff, or human resources, undergo on a daily basis.

  • Shared Values: Some of the key values that define the organisational culture.

  • Style, Staff, and Skills: Organisational culture, leader behaviour, employee attributes, and core competencies.

Overview: This model maps seven organisational factors and illustrates how they are related. This type of tool is useful when diagnosing and phase aligning these elements during major organisational transitions.

3. Kotter’s 8-Step Change Model

Steps:

  • Create Urgency: Developing the need for change.

  • Form a Powerful Coalition: Organise a team that will direct the change process.

  • Create a Vision for Change: Create a good vision statement.

  • Communicate the Vision: Make the vision understood by everybody in the organisation.

  • Empower Action: Clean the path in order to allow change.

  • Create Short-Term Wins: Make small accomplishments to inspire more progress.

  • Build on the Change: It is essential to sustain momentum by consolidating gains.

  • Anchor the Change in Culture: The change now has to be embedded into the organisational culture.

Overview: John Kotter’s 8-step model is a process that is followed in order to manage large alterations within an organisation. These steps facilitate the achievement of successful and sustainable change.

4. ADKAR Model

Components:

  • Awareness: Understanding the reasons for change.

  • Desire: Gaining motivation for change by recognising oneself.

  • Knowledge: Securing the expertise in how to effect the change.

  • Ability: From evidence to application of knowledge.

  • Reinforcement: Ensuring the change adheres.

Overview: The ADKAR level is based on individual change during organisational changes within the company. Compliance is exceptionally helpful for fostering employees and changing the organisation to support the new techniques for change.

5. Bridges’ Transition Model

Phases:

  • Ending: Recognising the demise of the former mode.

  • Neutral Zone: Finding our way through the intermediate territory.

  • New Beginning: Accepting change, the new direction in the new world.

Overview: This change model focuses on the psychological transformations that people experience throughout processes of change. It focuses on feeling, as does the Body, to help people transition from past to future.

6. Nudge Theory

Key Aspects:

  • Positive Reinforcement: Promoting right behaviours.

  • Indirect Suggestions: Decision-making manipulation by subtle cues.

  • Behavioural Nudges: Few changes are advisable to drive the change acceptance process.

Overview: Nudge theory mainly pops up in organisational change models, where it is a backup for encouraging the common population to accept change in the long run through reinforcement. It is useful in the case of creating low-resistance organisation cultures for change management.

7. The Burke-Litwin Change Model

Focus Areas:

  • External Environment: External variables that affect the organisation.

  • Leadership: The place of leadership in change management.

  • Culture: The organisational culture which has its own beliefs and norms.

  • Structure and Strategy: Organisation design and space planning.

Overview: This model focuses on the relationships between various organisational factors and how they behave during the change process. It is especially applicable to significant, revolutionary changes of the organisational system.

8. Kübler-Ross Change Curve

Stages:

  • Denial: Organisational reaction to change through disbelief and rejection.

  • Anger: The resentment of the change process implications.

  • Bargaining: Efforts made to resist change or to postpone it.

  • Depression: When it becomes inevitable that change is going to happen.

  • Acceptance: To embrace change and finally conform to the change.

Overview: These are the five stages of grief that are applied to cover the range of feelings people have to change. It is a psychological technique that is useful in the handling of the psychological aspect of change.

9. The GE Change Acceleration Process (CAP)

Core Principles:

  • Understand the Need: Increase perception of why change is needed.

  • Engage Stakeholders: People must be included in the change process.

  • Reinforce Change: The change can then be spread down to the organisational cultures by integration into organisational practices.

Overview: The CAP model is underpinned by the belief that in order to achieve change there is a requirement for motivation and a plan. Apparently, it is most efficient in establishing a sustainable change culture.

10. The Satir Change Model

Stages:

  • Late Status Quo: Comfort with the way of doing things.

  • Resistance: The first signs that the change may be resisted by people in the organisation.

  • Chaos: People’s inconvenience as it is adjusted to new changes.

  • Integration: Innovation and social change.

  • New Status Quo: Stability with the change.

Overview: Satir model only addresses the feeling and action component of change. Introduced to support organisations in change management, it outlines various emotional changes that occur in employees during that process.

How to Choose the Right Change Management Model?

Implementing the best model depends on the aspects of the organisational culture as well as the type of change needed, and the resources available. For example:

  • Lewin’s Model is best applied to clear- cut changes that do not call for much participation from the stakeholders.

  • Kotter has modelled his framework well for organisational change to enable performing huge scale, transformational changes.

  • ADKAR Model is best applicable where there are deep changes that will need the employees to fully advocate for the change.

Conclusion

These change management models give organisations a guide on how to embrace change, hence, minimising resistance to change and ensuring success in implementing change strategies, processes, and structures.

For approaches to gain practical and other skills for change management, enroll in Change Management Courses from the British Academy of Training and Development.

Frequently Asked Questions

1. What are change management models?

Change management models are systematic methods of developing approaches for managing change in organisations. They involve methods to manage resistance, how to transition easily and how to achieve particular objectives as wished.

2. What is the Big Three Model of Change?

The Big Three Model of Change consists of Lewin’s Change Model, Kotter’s 8-Step Model and ADKAR Model. These are well appreciated models for implementing changes in the organisations.