Change management models ebook

Change Management
Certification and Change
Management Models e-book
Phone: +44 (0)207 148 5985
Email: info@knowledgetrain.co.uk

TABLE OF CONTENTS
What is change management?
What is a business change manager?
How to become a change manager
Change management certifications
Change management models and techniques
Change management model – ADKAR® - with
infographic
Change management model – John Kotter - with
infographic
Change management model - Kübler-Ross - with
infographic
Change management model – Kurt Lewin - with
infographic
Change management model – Peter Senge – with
infographic
Change management model – Satir - with
infographic

What is change management?
This article explains what change management is about, the
history behind it, its processes and how it has become
mainstream in all enterprises!
Introduction
Bluntly speaking, change isn’t easy. It requires total belief in the
cause, dedication and hard work. The most common change
everyone in the world is doing right now is weight loss. You can
say “I want to become healthier and lose weight”, but saying your
intention isn’t enough. You need to be motivated and convinced
to do it. Then, you can ask for professional help to assist you with
a scientific plan that suits your current health status to guarantee
desired results.
Now this is changing something for the better on an individual
level. But what about changing something for the better on an
organisational level? Organisations consist of not only one
individual, but LOTS of different and diverse individuals in addition
to IT systems, common ways of working and the need to make
profit! Imagine the size of work that needs to be done!
That's one of the reasons why professionals wanting to get into a
change management career choose to get a professional change
manager certification by attending a change management course.

Definition of change management
Change management is simply defined as a structured approach
to moving an organisation from the current state to the desired
future state.[1].
Change in an organisation can be any minor or major alteration in
internal structure, policies, strategic plans, organisational culture,
IT solutions or marketing/sales approaches. Such change is
normally implemented to achieve an improvement. Organisational
change often causes resistance, which is a natural reaction and
must be taken into consideration.
Applying change in organisations is a hefty task. It is extremely
challenging but rewarding at the same time. It is now a field of
management on its own and is studied as an academic and
professional course in universities, colleges and institutions.
Evolution of change management
Before 1990, understanding change and its effects on human
beings was an ongoing study among thinkers, academics and
psychologists.
However, change became a hot topic in the early 1990s, being
spoken about as a discipline in project meetings and at
boardroom tables. It became mainstream after a couple of

companies and authors put change on the map through new
processes and school of thought. Some examples are:
 General Electric introduced the Change Acceleration Process
as part of its larger improvement program.
 Todd Jick, a senior lecturer in Columbia Business School,
introduced the Ten Commandments of Implementing
Change in his famous textbook “Managing Change: Cases and
Concepts”.
 Spencer Johnson, author of “Who Moved my Cheese?”,
amuses us with his mouse maze allegory about change and
how to deal with it. [2]
In the year 2000 and onwards, the change discipline became
formalised as another type of management, and official
frameworks started to develop.
In 2005, the Change Management Institution (CMI) was
established in Sydney, Australia. They have authored “The
Effective Change Manager: The Change Management Body of
Knowledge” (CMBoK) and it is widely recognised as one of the
best books in change management.

Why change management is becoming popular
in organisations nowadays
Without a doubt, globalisation and the rapid adoption of digital
solutions are the reasons why change is constantly initiated in the
modern business world. To succeed in this competitive
environment, business leaders and project managers must keep
an open mind, being able to deal with rapidly changing
requirements and shape them into tangible outcomes. Change
management helps by equipping managers with the skills and
tools required to effectively manage such change.
As change management is now a formal framework and an
accredited certification, thanks to institutions like CMI, leaders
and decision-makers can propose change with confidence and
work with their teams towards better results.
What processes, tasks and tools are involved in
change management
To make change in organisations, change management teaches
you several processes, tasks, and tools for an effective and
smooth transition. Popular models of the change process are:
Lewin’s three stage model
This process shows you how collective mindsets are broken down
to enable change by three stages:

1. Unfreeze Stage: Where you define the current situation,
create a vision of the desired end-state, and then identify
the forces that will help drive and resist change.
2. Change Stage: Where a plan is followed to implement
change, involve people, allow experimentation over
solutions to problems and then provide great role models
with whom people in change can identify.
3. Refreeze Stage: Where new work practices become new
work habits, new ways of thinking and reward behaviours
and results that are aligned with the changed
environment. [3].
Kotter’s eight step model
This process shows a road map for change based on common
errors made by organisations. Kotter’s underlying assumption is
that given the right process and the right leadership, change can
be planned and managed. The eight steps are:
1. Establishing a sense of urgency
2. Creating the guiding coalition
3. Developing a vision and a strategy
4. Communicating the change vision
5. Empowering employees for broad-based action
6. Generating short-term wins
7. Consolidating gains and producing more change
8. Anchoring new approaches in the culture [4]
Senge’s systems thinking model
This process shows how profound change can be achieved
through learning. [5]
The five learning disciplines it suggests are:
1. Shared Vision: To use tools such as ‘Positive Visioning’,
'Concept-shifting’ and ‘Values Alignment’ to create a shared
vision.
2. Mental Models: To use tools like the 'Ladder of Inference'
and 'Reflective Inquiry' to make their mental models clearer.
3. Personal Mastery: To use tools like 'Perceptual Positions'
and 'Reframing' to enhance the quality of interaction and
relationship in and outside their teams.
4. Team Learning: To use tools like the 'Action-Learning
Cycle' and 'Dialogue' to develop critical reflection skills.

5. Systems Thinking: to use tools like 'Systems Thinking
Maps' and 'Archetypes' to map and analyse situations,
events, problems and possible causes/courses of action to
find better change options/solutions. [6]
Who carries out change management activities
In general, any employee in an organisation can be appointed as a
change agent, in addition to their current job role, to be a positive
and influential force for the change activities upper management
has planned for and to deliver the change message to everyone.
But it is up to the change managers/change team members, who
could be executives, managers, team leaders, project teams and
their support in any department to:
 Create and develop the change management strategy and
plans
 Financially fund the strategy
 Train staff, spread awareness and boost activities
 Manage the technical resources
 Standardise the proven successful methodology and apply it in
the organisation

How change management relates to other areas
of the business
Change management is intertwined with almost all management
areas and departments in an organisation. Each member of these
departments is considered a stakeholder. Some of them are:
 Project & programme management: new projects or
programmes are normally initiated to enhance and change
something in the organisation. Change management is
therefore very closely related to this department, working in
parallel to the project, or after it has finished. Change
managers are often an important part of the project team.
 Finance management: transformations in the finance
department, like reducing close-cycle time or financial process
improvement, would need the help of change management.
 Human resources management: people-oriented
professionals who develop the human capital of their
organisation, such as HR, should be the first to step into
change agent roles.
 Information Technology (IT) departments: new systems,
networks, software and hardware integration rely heavily on
change management. That is why change management is one
of the processes in the service transition stage of ITIL.

 Quality management: any change implemented in the
organisation will affect the quality management department
and they’ll have to update their systems (QMS) accordingly.
 Customer service department: change applied to the
organisation’s internal customers and processes will eventually
affect external customers. Change managers therefore need to
work closely with customer services.
 Sales & marketing departments: change management is
always about making something better, so there will
consequently be better products/services and selling margins.
The emerging profession of change
management
Change manager roles did not exist 30 years ago. Now it is a
must-have position in most large corporates and companies due
to the continuous demands of our contemporary world. There are
dedicated teams and even departments for change management.
If not, outsourced consultancies with trained professionals are
hired to make changes happen.
Change management is not only a discipline, but also a
competency every leader, line manager and decision maker must
learn to understand, design and implement for their 21st century
business.
Are YOU now inspired to gain Change Management certification?
Knowledge Train® runs a change management course in London

accredited by APMG International in partnership with the Change
Management Institute (CMI).
You can enrol for the 3-day Change Management Foundation
course, or the 5-day Change Management Foundation &
Practitioner course.
Contact Knowledge Train® today to book your seat!
References
[1] APM. (Unknown). Change management. Available:
https://www.apm.org.uk/body-of-knowledge/delivery/scope-
management/change-management/. Last accessed 19 Sep 2018.
[2] Prosci. (Unknown). THE HISTORY AND FUTURE OF CHANGE
MANAGEMENT. Available: https://www.prosci.com/change-
management/thought-leadership-library/history-and-future-of-change-
management. Last accessed 20 Sep 2018.
[3] [4] [5] The Change Management Institute (CMI) (2014). The Effective
Change Manager’s Handbook. Australia: Vivid Publishing. 36-42.
[6] Bill Cropper. (Unknown). Five Learning Disciplines.... Available:
http://www.thechangeforum.com/Learning_Disciplines.htm. Last
accessed 20 Sep 2018.

What is a business change
manager?
One of the core things you will learn on a Change Management
course is the role of a business change manager (BCM). This
article explores the role of a business change manager in depth.
What is a business change manager?
In an organisation, a business change manager’s (BCM) job is to:
 Determine the benefits of a business vision;
 Assess progress towards a business goal;
 Achieve measured improvements in the business operations.
In general, a BCM is a mediator between a change programme
and the organisation’s operations. Business change managers
also are part of the leadership team. They play a key role in
supporting projects for business change.

What is business change?
Business change comes in different shapes and sizes. It exists
whenever an organisation undertakes a project or programme.
Business change happens when an organisation improves,
restructures or transforms a part of its operations. Its goal is to
achieve a more productive and efficient organisation.
Managing change is one of the responsibilities of a business
change manager.
Why are business change managers important?
In today’s world, culture, business acquisitions and technology
are constantly changing. These things therefore affects an
organisation and its business.
BCMs lead the change initiative and align it to the business’s
strategy. Their role is to ensure that benefits are accomplished.
What does a business change manager do?
Some tasks a business change manager is responsible of include:
 Making sure the benefits are achievable;
 Preparing affected business areas for transition to new ways of
working;
 Establishing and implementing mechanisms to measure and
deliver benefits;
 Optimising the timing of the release of project deliverables into
business operations;
 Liaising with the programme manager to ensure operational
benefits;
 Communicating with people and senior leaders about the
business vision;
 Defining and tracking the benefits and outcomes required from
the programme;
 Managing the activities effectively that’s associated with the
wanted benefits;
 Leading the transition, ensuring that changes are integrated
into the business;
 Measuring the benefits after the work is complete;

Knowledge and skills of a business change
manager
If you are interested in a BCM position, you need to have certain
competencies. Some of them are:
 Detailed knowledge of a business environment;
 An understanding of the management structures, politics and
culture of the company owning the programme;
 Effective marketing and communication skills to sell the
programme vision to all stakeholders;
 Knowledge of business change techniques such as business
process modelling and gap analysis;
 Training in change management, programme management or
strategic management.
 Knowledge in applying best practices in project management;
 Knowledge of organisational change models such as Kotter’s
change model.

How to become a change
manager
Ever wondered how you can become a change manager? In this
article, we describe what you need to do to become one and how
to apply change management at your organisation.
Definition of change management
Change management is basically the act of transitioning an
organisation from a situation yielding little benefits, to a situation
providing plenty of benefits. It requires teamwork using tools and
processes to achieve the desired results.
Applying change in organisations requires optimism,
determination and dedication. Therefore, a person must oversee
the change strategy and be able to drive it to its proper
destination. That person is the change manager.
Many change managers learn the key change management tools
and techniques by attending a professional Change Management
course. In the UK, the most popular of these courses are certified
by APMG International.

Why organisations use change managers and
perform change management
Change managers play a significant role in the success of change
initiatives as they direct the desired outcomes down the right path.
They do this using best practices and customising such practices
to the organisation’s culture. Better performance from staff,
improved ways of working and higher sales targets are some of
the outcomes we can tangibly see.
Here are some findings after change management was
implemented in companies lead by a change manager:
 According to IBM, the success rate of change projects using a
dedicated change manager rose by 19% compared to those
that did not.
 ChangeFirst Limited say that six to nine months after project
launch, projects with change management input were
delivering significant performance improvements, financial
results and behavioural change. Most of the respondents
attributed over 20% of the success directly to effective change
management.
 Ferris stated that effective change management delivers
improved adoption speed, utilization rate and employee
proficiency, stressing the importance of effective preparation
for change, disciplined management, and clear reinforcement.
 Prosci mentioned that change management programmes rated
‘good’ or ‘excellent’ had an above-80% success rate. Those
rated ‘poor’ or ‘fair’ achieve less than 50%. [1]

What a change manager does
A change manager manages the change portfolio. Some of their
responsibilities are:
 Identifying, analysing and preparing risk mitigation tactics
 Identifying and managing anticipated resistance
 Integrating change management activities into a project plan
 Evaluating and ensuring user readiness
They perform change management by:
 Completing change management assessments
 Defining and measuring success metrics and monitoring
change progress
 Supporting organisational design and definition of roles and
responsibilities
 Creating communications plan, sponsor roadmap, coaching
plan, training plan, resistance management plan
And other people involved are:
 Stakeholders
 Senior leaders, managers and supervisors
 HR Personnel
 Project leaders and teams
 Other specialists related with the change plans [2]

How to start a change manager career from
scratch
Experience
Firstly, you probably need to have at least on-the-job experience
as middle management in a corporate environment. The reason
for this is because it helps you understand the complexity of
individuals, teams, and senior leaders’ issues. You will need to
know how to mediate between these different people and their
departments’ needs to achieve the change you are assigned to.
If you are in an entry level or junior position, you can check if your
organisation offers change agent roles. These roles will help you
comprehend and take part of the change process and eventually
gain experience in the change cycle.
Domain knowledge
In addition to that, knowledge of the industry your organisation is
working in is important. You are expected to at least know the
products and services your company sells and reflect that in your
change plan. A fashion house will be different from a car selling
company, for example. The internal and external structure of both
are completely different and should be taken into consideration.
This applies also to profession. If your background/study area is
Human Resources Management, and you are assigned to initiate
change in the Information Technology department, you must
familiarise yourself in IT before making any further steps.
Qualifications
If you haven’t studied management before, accredited
certifications like these APMG Change Management courses can
help boost your credentials and learn the frameworks and models
to implement change management. Courses like these will teach
you:
 Different professional approaches to implement change
smoothly
 How to motivate people into adjusting to organisational
change
 How to minimise the risks of unsuccessful methods

You will stumble across change management in other branches of
management like project management, programme management
and ITIL as change plays an imperative role there.
Competencies
A range of skills is required to facilitate the wanted change and
function effectively as a change manager. Such skills include:
Strong communication skills
It is essential for a change manager to be able to communicate
clearly and effectively in all writing, speaking, listening and reading
activities. They must be able to deliver their change message to all
stakeholders involved.
Influencing others
A big part of change is the ability to influence others, as
resistance plays a big factor in the change curve. When you know
the team members of your change project well, it will help you
negotiate and convince them with the original reason for change
and thus gain their trust.
Coaching skills
You can’t assume that everybody in the company will understand
your change mission. Hence, meetings like awareness sessions,
in-house training and one-to-one mentoring will be needed to
deliver your message.
Strategic thinking and judgment
It is not recommended to jump into conclusions and rush into
decisions while you are a change manager. You must be able to
think ahead and weigh the consequences of your actions.
Project management
Putting on a project manager’s hat while working on your change
initiative will help strengthen your case and identify the problem
while proposing a solution.
Self-management
Along with your ability to manage your team, you will have to
manage yourself as well. What we mean by this is being able to
take initiative, organise your time/workload and take
accountability for your actions. In addition to these, you must also
be able to control your emotions and be tolerant and confident.

How can I move into a change manager role
from another position?
If you manage to tick all the boxes of the change manager check
list, you might get the job!
Summary
As we mentioned before, change isn’t easy. It takes a lot of
momentum, resilience and persistence. Being a change manager
means you will need to sell the change to the individuals around
you, your stakeholders, your team members, the project and the
whole organisation, and eventually yourself.
Once you enter the change zone, you will have to commit to it to
the very end. Thus, preparation is key to your success!
To be fully ready and equipped for your journey as a change
manager, why don’t you enrol for the 3-day Change Management
Foundation classroom course, or the 5-day Change Management
Foundation & Practitioner classroom course in London provided
by Knowledge Train®! They are accredited by APMG in
partnership with the Change Management Institute (CMI).
Contact Knowledge Train® today to book your seat!

References
[1] The Change Management Institute (CMI) (2014). The Effective
Change Manager’s Handbook. Australia: Vivid Publishing. 4-5
[2] Prosci. (Unknown). Change Management Job Description.
Available: https://www.prosci.com/resources/articles/change-
management-job-description. Last accessed 22 Oct 2018.

Change management
certifications
UK Change Management certifications
The most well-known accredited Change Management
qualifications in the UK are those from The APMG International.
APMG is itself accredited by the United Kingdom Accreditation
Service (UKAS).
APMG partnered with the Change Management Institute (CMI) in
Australia and together they jointly developed ‘The Effective
Change Manager's Handbook’. This book is the official
publication for their accredited change management course
materials.
This certification is for:
 Anyone who’s interested in change management;
 Anyone who wants to become a certified change manager;
 Anyone who wants to know the principles and frameworks for
achieving successful change;
 Team members involved in organisational change,
transformation projects or programmes;

 People pursuing a higher-level Practitioner certification;
 People who want a professional change management
qualification.
APMG change management certification
Certification from APMG has two levels:
1. Foundation;
2. Practitioner.
The syllabus for both these levels concentrates on these 4 subject
areas:
1. Change and the individual;
2. Change and the organisation;
3. Communications and stakeholder engagement;
4. Change management practice.
The learning outcomes for each level consists of the following:
 Foundation: examines your knowledge and comprehension of
the 4 subject areas.
 Practitioner: examines your comprehension, application and
analysis of the 4 subject areas.
APMG Change Management Foundation
This qualification is the beginning of your change management
journey. It certifies that you have basic knowledge in change
management principles. You can become a member in a team
responsible of a change initiative as well.
In the course, you will study:
 The impact of change on individuals;
 Strategies to support individuals through change;
 The processes of organisational change;
 Key drivers of organisational culture;
 Roles of change managers and change agents;
 Communication strategies;
 Stakeholder management strategies;
 The different areas change impacts in an organisation;
 Effective change teams and how to create them.

You can take this course as a classroom course in London, or
an Change Management online course.
Change Management Foundation exam
To gain this certification, you will need to pass the exam. You can
sit the exam with an ATO like Knowledge Train. The format of the
exam is:
 50 multiple choice questions;
 25/50 (50%) or more marks to pass;
 Duration is 40 minutes;
 Closed book.
Here is a sample of a question in the exam:
In Maslow’s hierarchy of needs. What represents the need for an
orderly, secure world?
a) Safety
b) Love
c) Esteem
d) Self-actualisation
The correct answer is a.
Change Management Foundation certification
When you pass the exam, you will receive the Change
Management Foundation-level qualification.
APMG also offers a digital badge if you pass the exam. Digital
badges allow you to easily showcase your achievements online.
Employers can easily view and verify your credentials and skills.
Change Management Practitioner
Foundation certification is a prerequisite for the Practitioner exam.
In a Practitioner course, you learn how to put the theory from the
Foundation level into practice. You learn how to apply and tailor
the change management techniques to a change initiative.
When you pass the exam, you will have the knowledge to be able
to design, develop and deliver change programmes in your
organisation.
In the course, you will study:

 The organisational drivers of a change project;
 Organisation paradigms and organisational culture;
 The different roles, skills and activities leaders can support
change;
 The building of a change team;
 People and environment preparation for change;
 The difference between organisational change and the human
impact on transition;
 The identification of stakeholders in a change process;
 Communications plan for a change initiative;
 Signs and risks of resistance to change;
 Change sustainability and embedment in the organisation.
You can take this course as a classroom course in London.
Change Management Practitioner exam
To gain certification, you need to pass the Practitioner exam. You
can sit the exam with an ATO like Knowledge Train. The format of
the exam is:
 Objective testing based on a case study scenario;
 4 questions of 20 marks each;
 40/80 (50%) or more marks to pass;
 Duration is 2.5 hours;
 Restricted open book.
Here is a sample of a question in the exam:
Which words are MOST likely to begin a good learning objective?
a) Full attendance at the training course will demonstrate …;
b) When the training is complete, participants will be able to …;
c) Enthusiastic participation in the training will enable the learner
to …;
d) The abilities of the learner will limit the cope of what is to be
learned …
The correct answer is b.
Change Management Practitioner certification
When you pass the exam, you will receive a Change Management
Practitioner level-qualification.

You also receive a digital badge from APMG. You will be well-
qualified to work as a business change manager.
Change management certification in London
Knowledge Train offers classroom courses in London for the
following:
 Change Management Foundation for 3 days;
 Change Management Foundation and Practitioner together for
4.5 days.
Knowledge Train offers the Foundation course as an online course
as well.
Change management certification cost
Taking the qualification isn’t cheap, but you will get a good return
to your investment once you start in your change management
career.
Check how much change managers earn in the UK here.

Change management models
and techniques
There are many popular change management models,
frameworks and techniques that you can use as a change
manager. This article covers just some of them. Some of them can
work on an organisational level, whilst some only work for
individuals.
You can learn about most of these models in detail on a Change
Management course.
Change management models
Kurt Lewin’s three stage model
Lewin’s model is a simple one. You can use it on change projects
which have both small and large groups of stakeholders.
John Kotter’s eight step model
Kotter’s 8-step model is suitable for large change initiatives in
complex organisations.

Peter Senge’s biological metaphors
Peter Senge talks about profound change in organisations using
biological and ecological metaphors.
The Satir change management model
Virginia Satir was an author and therapist. Satir's model helped
people improve their lives by transforming the way they see and
express themselves. For individual change initiatives in
organisations, Satir’s model helps in that regards.
The ADKAR® model
Jeff Hiatt is an entrepreneur who created the ADKAR® model.
This resulted from his research into business process
restructuring. He believed that the key for successful change was
the human factor.
Change management techniques
There are numerous change management techniques you can use
during the change process. The McKinsey 7-S model is one. It is a
technique used by change managers and business analysts alike,
since it helps to implement change.

Change management model –
ADKAR® - with infographic
Jeff Hiatt is an entrepreneur who created the ADKAR® model.
This resulted from his research into business process
restructuring. He believed that the key for successful change was
the human factor.
A company called Prosci® has adopted Hiatt’s model. It helps
with the application of this technique in organisations.
(Prosci® and ADKAR® are registered trademarks of Procsi Inc.)
The stages for the ADKAR® model are:
 Awareness of the need to change;
 Desire to participate in and support the change;
 Knowledge of how to change;
 Ability to implement the change;
 Reinforcement to sustain the change.
This model targets individuals during the change process. The
Adkar change management model is covered in detail on
these Change Management courses.

John Kotter - with infographic
John Kotter wrote a book called “Leading Change”. He elaborated
in detail how to manage change through his strategic 8-step
model.
This model is suitable for large change initiatives in complex
organisations and is one of the many useful models covered in
a Change Management course.
Inclusive model
If you want to have employees at different levels participate in the
change plan, then Kotter’s model is ideal because of its inclusivity.
1. Establishing a sense of urgency
The first step is informing top management and key managers for
the need of change. They must believe that the proposed change
is essential for the organisation’s survival.
2. Creating a guiding coalition
A guiding coalition consists of a team that has the authority and
influence to lead the change initiative. A coalition must have:

 A common goal;
 Good level of trust;
 Individuals with credibility;
 Individuals who are in high and powerful positions in the
organisation.
3. Developing a vision and strategy
The vision describes the new state that the organisation is aiming
to achieve. To reach that vision, teams work together and develop
a strategy. The outcomes must result in benefits for the
organisation and its stakeholders.
4. Communicating the change vision
This step requires you to explain the vision to the people
impacted by the change initiative. You can use a combination of
different channels. Examples of communication channels are:
 Training
 Awareness sessions
 Round table workshops
It’s crucial that you use simple, straight to the point language.
5. Empowering employees
This is when you put all the talk into action. Employees need to
feel that their contribution matters to the change initiative. When
they are eager to play their part, you need to make sure there are
no interruptions.
6. Generating short-term wins
Small achievements in the change plan must be celebrated. They
are considered progressive milestones. Therefore, you should
reward individuals and teams for accomplishments because this
acts as encouragement for further achievements.
7. Consolidating gains and producing more change
When you apply new changes, you need to sustain them. It’s very
tempting and all too easy to go back to the old ways. So, Kotter
suggests that you must ensure the guiding coalition is always
active. They must deliver change on a continuous basis. Project
management and programme management disciplines help a lot
in this matter.

8. Anchoring new approaches in the culture
Organisational culture must be aligned with the change initiative.
Otherwise, old culture by nature will prevail over the new change.
Here you can highlight the positive outcomes of change as a way
of helping to surpass the old culture.
Other change management models
If you’re interested to find out more about other change
management models here you can read and view infographics for
Peter Senge or Kurt Lewin.

Change management model -
Kübler-Ross - with infographic
Change curve
The Kübler-Ross model was known as the change curve and
sometimes referred to as:
 The transition curve;
 The copying cycle, or;
 The human response to change.
Elizabeth’s model is important for change management because it
shows valuable insights on how people face change. For example:
 It is a helpful way to look at change;
 It is easily communicated;
 It explains many characteristic patterns of response observed
in change processes;
 It shows how personal performance, energy and mood vary
through the normal process of human change.
Stages of the curve
1. Shock;
2. Denial;
3. Anger or blame;

4. Bargaining and self-blame;
5. Depression;
6. Acceptance;
7. Problem-solving.
Conclusion
The change curve is a personal journey. Don’t expect all members
of a group to experience change the same way. Different
personalities, life experiences and personal circumstances will
affect the way different individuals respond. And how quickly they
respond as well.
Check out the infographic below for more details on how to apply
your change initiative in your organisation. This change
management model is covered in detail on our Change
Management training courses.

Kurt Lewin - with infographic
Lewin’s model is a simple one. You can use it on change projects
which have both small and large groups of stakeholders. You can
learn about his and many other useful models in a Change
Management course.
Break down mindsets
For change to happen, he says you need to break down collective
mindsets. He suggests using a process consisting of 3 stages:
 An unfreeze stage;
 A change stage;
 A refreeze stage.
Unfreeze stage
In this stage you attempt to break down the current mindsets and
habits of the organisation. It is done using 3 activities:
Defining the current situation
In this activity you get the people involved in the change to
describe the current situation. The final input will help define the
existing state. For example, they all agree in the end that the
weather outside is cold and gloomy.

Creating a vision
You will find that the more that people get involved in drawing the
desired state, the more they will be committed to it. For example,
they all agree that they want the weather to be warm and sunny.
Identifying the forces
Here, you can use a technique called ‘Force Field Analysis’ to
identify:
 Forces that will help change – you will need to try to increase
these forces;
 Forces that will resist change - you will need to try to increase
these forces.
Change stage
After the unfreeze stage, you can now start to implement the
change. This requires you to develop a plan.
Identifying a role model for people to focus on in this stage can be
useful because it will keep them motivated and more committed
to the plan. You can suggest staff seek advice from change
agents who can encourage them through the changes.
Refreeze stage
Over time, the staff become used to the changes. They become
habits instead of new practices because they have become
embedded into their day to day working practices.
Here, you can reward those who made the extra efforts to
embrace the change in order to encouraged further changes.
Peter Senge or John Kotter.

Peter Senge – with infographic
Peter Senge’s change management model is commonly used
during organisational change initiatives. It’s one of the many
useful change management models covered in a Change
Management course.
Peter Senge’s systems thinking model
Peter Senge wrote a book called “The Fifth Discipline”. He talks
about profound change in organisations using biological and
ecological metaphors. He explains why different tree seeds grow
to different shapes and sizes. It’s because growth processes that
embrace change will help the tree survive.
Senge talks a lot about the challenges and risks you will face
during the change process:
Challenges while initiating change
These challenges often have similar causes in many organisations.
That’s because some individuals:
 May not have the time to work on the change;
 May not have the support to implement the change;

 May not understand the change.
Challenges while sustaining the transformation
Whilst sustaining the change, some examples of disturbances to
the stability of change are:
 Job security for individuals;
 Trust issues between staff;
 Loss of control.
Challenges while redesigning and rethinking the
change process
It is very challenging to spread new practices effectively. As a
result, “self-reinforcing processes” are created. They could be
either positive or negative feedback loops:
Positive feedback loops (virtuous circles) can include:
 New business practices;
 New learning capabilities;
 Involvement of people;
 Investment in change initiatives;
 Credibility;
 Enthusiasm;
 The will to commit.
Negative feedback loops (vicious circles) can include:
 Bad business results;
 Low performance;
 Complaints;
 Personal issues.
Kurt Lewin or John Kotter.

Satir - with infographic
Virginia Satir was an author and therapist. Her model helped
people improve their lives by transforming the way they see and
express themselves. For individual change initiatives in
organisations, Satir’s model helps in that regards.
This change management model is covered in detail on
our Change Management course.
These steps are like the natural process of a human being’s
coping with death and bereavement:
 You receive the bad news;
 You are in shock and denial, so you resist the truth;
 You grieve and go through depression. There is no stability;
 You accept the reality and adapt to it;
 You make changes and start a new life.

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