This document compares five popular change management models:
1. Kotter's 8-step model focuses on buy-in and provides clear steps but is top-down with no room for participation.
2. Bridge's transition model helps understand how people feel during change but is not a full change management model.
3. Rogers' technology adoption curve helps identify audience and influencers but people's adoption varies over time.
4. Kubler-Ross' change curve captures individual reactions to change but assumes all change is bad and stages are difficult to identify.
5. Prosci's ADKAR model encapsulates both business and individual dimensions of change and provides a clear management checklist.
Six different models on how to work in change processes:
1. Appreciative Inquiry (Cooperrider/Whitney
2. Grief Cycle (Kuebler-Ross)
3. Kotters' Change Model
4. The Change Journey (HUMAP)
5. CFAN's Cyclical Model
6. Theory U (Otto Scharmer)
Taxonomy of change models Version 3.0 (July 2017)Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
A quick summary of organizational change management models from a variety of theoretical perspectives including classic process models within the context of lifecycle models, culture theories, diagnostic frameworks and individual reaction models.
Six different models on how to work in change processes:
1. Appreciative Inquiry (Cooperrider/Whitney
2. Grief Cycle (Kuebler-Ross)
3. Kotters' Change Model
4. The Change Journey (HUMAP)
5. CFAN's Cyclical Model
6. Theory U (Otto Scharmer)
Taxonomy of change models Version 3.0 (July 2017)Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
A quick summary of organizational change management models from a variety of theoretical perspectives including classic process models within the context of lifecycle models, culture theories, diagnostic frameworks and individual reaction models.
Change Management for Competitive Advantage - Managing People Group PresentationFahad Ramzan
A Group Presentation for "Managing People" module at University of Nottingham, Malaysia Campus.
https://www.facebook.com/Fahad.R.Rehmani
pk.linkedin.com/in/fahadramzan/
https://twitter.com/FRamzan
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
This presentation talks of what change management is, why Change management is required and briefly discusses about ADKAR, Kotter's 8 step model, Switch Framework, Kurt Lewin's change model and Virginia Satir model.
A Comparison of Five popular Models for Managing Business Changejehovah
Organizational change management (OCM) is a structured approach in an organization for ensuring that changes are smoothly and successfully implemented, and that the lasting benefits of change are achieved. That is easier said than done.
Nevertheless, there are many management consultants, clinical psychologists and social scientists who have carried out extensive research on the dynamics of change and proposed models and frameworks to understand the same.
We present here a comparison of five popular models. By no means is this list complete. The complexity and unpredictability of human behavior will ensure that the field of change management will continuously produce more frameworks to study and more models to adopt.
Change ModelsDifferent models have been developed to help plan f.docxsleeperharwell
Change Models
Different models have been developed to help plan for and implement change. Change has been studied from the conceptual approach, such as "what," as well as from the process approach of "how."
The conceptual models of change usually concentrate on content and strategic initiatives. On the other hand, process models focus on the sequence of events necessary to effect organizational change by focusing on the stages and steps of implementation.
Develop Contextual Issues of the Change
Once the need for change and the cause for implementation have been established, the contextual issues of the change can be developed to help evaluate the extent of change that an organization can implement with the resources available. Factors to consider during this process include:
· Readiness of the organization
· Culture of the organization
· Systems issues
· Amount of resistance that might be involved
Communicate the Vision to Employees
Once the vision for the change has been developed, the leaders should communicate the vision to employees. The vision should be clearly articulated, including how the change will impact the employees. This can be difficult when the change will have a negative impact on employees, but it is better for employees to understand the change than to be in the dark.
When change is implemented and individuals' employment is affected, it may be best for leaders to hold off and not communicate any reductions in force until it is necessary for the employees to know. Any change in employee status can be hard for everyone, including the employees who are staying. Both groups of employees need careful communication and support while going through the transitions.
Plan Strategies and Develop Criteria
Once the reason for the change has been communicated, implementation strategies should be considered. This is an opportunity for the leadership to involve the workforce as the workforce can be instrumental in developing the implementation strategies. As the implementation strategies are being formed, how the outcomes would be measured should be considered. How will an organization know when the change is finished and successful? If the organization includes outcome measures (e.g., increase in market share and decrease in costs) in its planning, it will help those implanting the change to know what constitutes success.
Implement and Monitor
Change can then be implemented, monitored, and managed to ensure that sequential steps are taken and continuous feedback is available.
While there are several steps for managing and monitoring change, most change processes will follow this type of model. On the other hand, conceptual models of change emphasize the mental constructs and sense making of the change
Change Process Models
There are several change models that can be used to implement a change effort. The process models are often used because they provide leaders and organizations with a sequential approach to cha.
Change Management for Competitive Advantage - Managing People Group PresentationFahad Ramzan
A Group Presentation for "Managing People" module at University of Nottingham, Malaysia Campus.
https://www.facebook.com/Fahad.R.Rehmani
pk.linkedin.com/in/fahadramzan/
https://twitter.com/FRamzan
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
This presentation talks of what change management is, why Change management is required and briefly discusses about ADKAR, Kotter's 8 step model, Switch Framework, Kurt Lewin's change model and Virginia Satir model.
A Comparison of Five popular Models for Managing Business Changejehovah
Organizational change management (OCM) is a structured approach in an organization for ensuring that changes are smoothly and successfully implemented, and that the lasting benefits of change are achieved. That is easier said than done.
Nevertheless, there are many management consultants, clinical psychologists and social scientists who have carried out extensive research on the dynamics of change and proposed models and frameworks to understand the same.
We present here a comparison of five popular models. By no means is this list complete. The complexity and unpredictability of human behavior will ensure that the field of change management will continuously produce more frameworks to study and more models to adopt.
Change ModelsDifferent models have been developed to help plan f.docxsleeperharwell
Change Models
Different models have been developed to help plan for and implement change. Change has been studied from the conceptual approach, such as "what," as well as from the process approach of "how."
The conceptual models of change usually concentrate on content and strategic initiatives. On the other hand, process models focus on the sequence of events necessary to effect organizational change by focusing on the stages and steps of implementation.
Develop Contextual Issues of the Change
Once the need for change and the cause for implementation have been established, the contextual issues of the change can be developed to help evaluate the extent of change that an organization can implement with the resources available. Factors to consider during this process include:
· Readiness of the organization
· Culture of the organization
· Systems issues
· Amount of resistance that might be involved
Communicate the Vision to Employees
Once the vision for the change has been developed, the leaders should communicate the vision to employees. The vision should be clearly articulated, including how the change will impact the employees. This can be difficult when the change will have a negative impact on employees, but it is better for employees to understand the change than to be in the dark.
When change is implemented and individuals' employment is affected, it may be best for leaders to hold off and not communicate any reductions in force until it is necessary for the employees to know. Any change in employee status can be hard for everyone, including the employees who are staying. Both groups of employees need careful communication and support while going through the transitions.
Plan Strategies and Develop Criteria
Once the reason for the change has been communicated, implementation strategies should be considered. This is an opportunity for the leadership to involve the workforce as the workforce can be instrumental in developing the implementation strategies. As the implementation strategies are being formed, how the outcomes would be measured should be considered. How will an organization know when the change is finished and successful? If the organization includes outcome measures (e.g., increase in market share and decrease in costs) in its planning, it will help those implanting the change to know what constitutes success.
Implement and Monitor
Change can then be implemented, monitored, and managed to ensure that sequential steps are taken and continuous feedback is available.
While there are several steps for managing and monitoring change, most change processes will follow this type of model. On the other hand, conceptual models of change emphasize the mental constructs and sense making of the change
Change Process Models
There are several change models that can be used to implement a change effort. The process models are often used because they provide leaders and organizations with a sequential approach to cha.
WHY SOME ORGANISATIONAL CHANGES PERSIST,
WHILE OTHERS DECAY
This report has studied the theory and practice of change management and its constituent elements that are essential for change sustainability in an organization.
The work is focused on the study of people and their resistance to change as one of the integrated elements of the five categories influencing change sustainability: managerial; leadership; cultural; political; temporal.
In this study, an attempt was made to observe options to reduce this resistance, which basically means changing human behavior by creating a teamwork environment, motivation and participating in the change themselves.
In a few sentences summarize the key takeaway from chapter 3, 4 & MalikPinckney86
In a few sentences summarize the key takeaway from chapter 3, 4 & 5 then continue to answer the following:
1. What is our personal abyss, and according to Haldeman, what are we afraid of?
2. How have recent events placed your organization at an impasse? Could you or your organizations have been more prepared for the impasse? In what sense? Which people and organizations are most likely to be unprepared and have the hardest time?
3. Think of and ask a discussion question back to your cohort group.
Please see Chapters Below
CHAPTER THREE
Change Process and Models
William J. Rothwell, Roland L. Sullivan, Taesung Kim, Jong Gyu Park, and Wesley E. Donahue
A model for change is a simplified representation of the general steps in initiating and carrying out a change process. It is rooted in solid research and theory. Managers and consultants, when demonstrating the competencies of an OD practitioner, are well-advised to rely on a model for change as a compass to show them the direction in which to lead the change effort and change process. In this chapter, we review numerous models to guide the change process.
AN OVERVIEW OF KEY MODELS FOR ORGANIZATIONAL CHANGE The change models we share rely primarily on a normative, reeducative, and innovative approach to behavioral change. They are (1) the traditional action research model, (2) Appreciative Inquiry, and (3) an evolving view of the action research model. The Traditional Action Research Model Action research has long been the foundation for many change efforts. It is properly regarded as a philosophy, a model, and a process. Like any change model, action research is a simplified representation of the complex activities that 42
CHANGE PROCESS AND MODELS 43 should occur in a change effort if it is to be participative, engaging, and empowering for those affected by it. The model serves as a compass to consultants facilitating change. While it does not tell consultants, managers, or workers exactly what to do in a paint-by-the-numbers fashion, it provides a process whereby the consultant and client can jointly inquire and decide what change is required. It helps consultants track where they are and where they are going. While the action research model has been depicted in different ways, the depictions of it share common characteristics. Figure 3.1 illustrates a general model of action research. Action research may also be understood as a process of continuing events and actions. In a classic description, French and Bell (1990) defined this interpretation of action research as "The process of systematically collecting research data about an ongoing system relative to some objective, goal, or need of that system; feeding these data back into the system; taking actions by altering selected variables within the system based both on the data and on hypotheses; and evaluating the results of actions by collecting more data" (99). One way to think about the traditional action re ...
MHRM587Foundational Model of ChangeManaging change is a .docxannandleola
MHRM587
Foundational Model of Change
Managing change is a complex process. Change does not occur in one great swoop. Few organizations manage the process as well as they would like. In order to make change work, organizations need to follow a process to enhance the probability of success versus just “winging it.” The following model of change provides one useful way to think about creating and implementing organization-wide change.
Basic Change Process Model
Consideration
Stimulus Driving Forces
Pre-Change
Validate Need
Preparation
Commit
Do –Check – Act
Implementation
RESULT
New Normal
Change
Active
Conscious
Culture
Passive
Unconscious
Pre-Change Paradigm
This is the first stage of the change journey.
Without a paradigm that encourages “active searching,” organizations can ignore important early warning signs and wait until a crisis highlights the need for change (i.e., scenario planning)
Make sure you know what is important?
Who is important?
What do they want?
How are you doing?
What could be improved?
Stimulus (Driving Forces) & Assessment
What are the driving forces or antecedents to change—internal and external.
How do these driving forces influence the organization’s business model and force new requirements for success?
Is change really necessary? Deciding the status quo is preferable is a productive learning activity.
Caution #1: What must be guarded against is any denial that any driving forces or stimuli for change exist.
Caution #2: Or when it’s recognized that change is required, the “disconfirming data” may induce anxiety which can obviate the change as necessary
Sound analysis of driving forces is a prerequisite to good change strategy
Validate Need
Establish compelling need for change.
Create a sense of urgency
Begin to create psychological safety
Begin to address the inertia of the existing status quo (resistance to change)
Transformation Leadership key framework in leading change
Preparation
Caution: Avoid premature action without first developing an effective plan for the change
What is the change vision?
What will success look like?
What are the criteria for success?
What resources + administrative support systems will be needed?
What is the timeline for this change?
What kind of change is required? Incremental? Transformational?
Commitment to Act
Is the planned action the most effective and efficient way to deliver the required change?
Begin the “unfreeze” process in the change cycle
Do-Check-Act
(Implementation)
Implementing change is the most challenging aspect of any change effort.
Once the momentum for change has been successfully launched, what is delivered must be effectively managed.
We will introduce several frameworks useful for this purpose during the course:
PDCA Cycle {Plan-Do-Act-Change}
Lewin’s 3-Phase Change Model
Kotter’s 8-Step Model
Nadler’s Congruence Model
McKinsey 7-S Framework + STAR Model
Others
New Normal
As organizational leadership recognizes, rewar ...
Managing Organizational ChangeChange Management Plan March.docxlashandaotley
Managing Organizational Change
Change Management Plan
Marchello Williams
1
Set of steps in the OD Action Research Model
The OD approach involves three stages namely:
Planning actions
Action Phase
Output Phase (Rothwell et al., 2015).
Organizational Change
Almost every aspect of life is insfluenced by change. For businesses it is the only way to grow as well as remaining competitive in the market. Being prepared to accommodate change is very essential for sustainability and efficiency of the organization. This Action plan is based on problem, client and action. The main focus of this approach is to put data into action. This actions involve three stages. Stage one involves numerous planning actions initiated by both the working agent and the client working together. Stage two needs both involvement and collaboration between the people participating. Stage three which is also the final stage produce reflections, analysis, findings as well as conclusions.” Warner Burke’s Action Research Model” is one good example of this model. By utilizing seven stages this model enables clients to realize change. Od practitioners who embrace this model show better skills as mediators, meeting planners, counselors, coaches as well as facilitators.
2
Set of Steps in Appreciative inquiry
This approach involve for phases namely:
Discover
Dream
Design
Deliver (Lewis et al., 2016)
Set of steps in Kotter’s Eight Step Model
This model is made up of eight steps namely:
“Create urgency, Form a powerful coalition, Create vision for change, Communicate the vision, Remove obstacles, Create short term wins, Build on the change, Anchor the change in corporate culture” (Tan, 2016).
Appreciative inquiry involves four phases namely, “Discovery, Dream, Design, and Destiny/Delivery. The completion of these stages result in transformational change, sourced from collaborative inquiry with participants” (Rothwell et al., 2015). Discover is the first step which aims at finding emphasizing and illuminating all factors that have led to the best outcome in a specific circumstances. Dream is the second phase where you collectively and imaginatively have visions of what is possible. In design you develop what should be done as well as what can be done. Destiny is the last phase which involves committing to exploration of delivering, learning and innovating. According to the founder of the Kotters eight step model, neglecting one step can result to a serious fail of the model. Basically this model was developed for the purposes of emphasizing that change is not a process that is quick and simple.
3
Pros and Cons of and Action Research Model
Pros;
Used for collaborative work
Contextual and relevant to particular circumstances
Cons
Not always fully understood and implemented correctly.
Difficult without paper support
Can be viewed as ‘add-on’
Pros and cons of Appreciative inquiry
Pros;
Engage people effectively
Focused on what already works
Cons;
Bottom up approach
Giv ...
ECONOMIC PERSPECTIVES
ECON200W - CRN 11297 Western Oregon University
Professor Fred Oerther November 19, 2014
address all email to: [email protected]
ASSIGNMENT PROMPT FOR
SECOND MAIN STUDY REPORT
Please follow the directions to the prompt questions. Creative thinking is encouraged as long as you are thoroughly covering the core questions. Use your understanding of economic thinking and economic behavior. This paper should be approximately a 10 page typed work. My personal preference is for 1.15-paced lines in a 12-font, with 1-inch margins. Use appropriate citation of outside sources as necessary, gathered in a bibliography at the end of the report, but these can be broadly referential, since this is a work of exposition, not a research paper as such. This report is due in my office (210 West House) or via email, no later than 7 AM December 4, 2014. Please do not turn anything in to the MOODLE site. No late work will be accepted. Thank you.
Enjoy!
THE ECONOMICS OF LIFE
Directions: Write an informative essay in response to the following prompt question: What part does economic thinking play in life? While you may utilize some direct reference to your own personal life, your work must also speak in general terms. Besides the answer to the broad abstract question above, please also provide a focused answer to at least two of the more specific prompts provided below:
1. To what extent can the economic perspective be applied when deciding between (1) your needs and desires regarding family and (2) the socially-imposed requirements and demands of building a successful career and/or business?
2. How will you reconcile your own personal dreams, hopes, and preferences with those of the others in your family unit (your spouse and your children)?
3. How does economic thinking apply to the “social contract” of the family unit, or can “economics” be disregarded when it comes to decisions inside the family?
4. How important is money in the successful accomplishment of your life goals?
5. How important is it to take an economically rational view in regards towards thinking about and planning towards the future?
6. How does economic thinking apply to considerations of living and working in the city/urban environment versus the country/rural environment? Explain how economics applies to questions surrounding whether to stay near where you originally grew up as opposed to moving far away and/or to moving to a culture that is very different to the one you were raised in.
7. Use economic thinking to describe your efforts to build elements of your human capital, e.g. the attainments of educational credentials, workplace skills and experiences, and social and cultural knowledge. How are these important?
8. Describe the applicability of economic thinking to decisions regarding romance, courtship, and marriage. Does economic thinking come into play in c ...
Taxonomy of change models slideshare 201703Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference. We have used four types of classification:
Contextual – broader strategic or macro models that can be helpful in understand a context of change, or support for change - Nadler and Tushman, congruence model being an example
High level change model – change specific models, but at a broader, sometimes even conceptual model - Carnall, change management model as an example
Actionable Model – detailed, with defined stages and actions, for example Accelerating Implementation Methodology (AIM) Change Management Methodology
Supporting – models that underpin our approach to change, they can apply to specific elements of change or help to understand certain elements, for example - Beckhard and Harris, change formula
A paper written for my master's-level class in project management. Discusses four different change management models: Lewin’s Change Management Model, the McKinsey 7-S Model, Kotter’s 8-Step Change Model, and the Kubler-Ross Model, a.k.a. the Change Curve.
This was prepared for our middle managers to explain management of change. I've put some youtube videos which were important to explain theories: I recommend you to watch those videos as well. Hope that you'll find helpful.
Back to the future revisitingKotter’s 1996 change model.docxwilcockiris
Back to the future: revisiting
Kotter’s 1996 change model
Steven H. Appelbaum
John Molson School of Business, Concordia University, Montreal, Canada
Sally Habashy
P \S \L Group, Montreal, Canada
Jean-Luc Malo
Ergoplan, Montreal, Canada, and
Hisham Shafiq
Oracle Corporation, Montreal, Canada
Abstract
Purpose – The purpose of this paper is to gather current (2011) arguments and counterarguments in
support of the classic change management model proposed by John P. Kotter in his 1996 book Leading
Change. His work was based on his personal business and research experience, and did not reference
any outside sources that has questioned its value. A current perspective on a limited tested model aims
to be a focus of this paper.
Design/methodology/approach – The literature on change management was reviewed for each of
the eight steps defined in Kotter’s model, to review how much support each of these steps had,
individually and collectively, in 15 years of literature.
Findings – The review found support for most of the steps, although no formal studies were found
covering the entire spectrum and structure of the model. Kotter’s change management model appears
to derive its popularity more from its direct and usable format than from any scientific consensus on
the results. However the model has several limitations, that are identified, impacting upon its universal
acceptance and popularity.
Research limitations/implications – Further studies should examine the validity of Kotter’s model
as a whole. More importantly, change management research should form a greater link with
stakeholders in order to translate current research into a format usable by practitioners.
Practical implications – No evidence was found against Kotter’s change management model
and it remains a recommendable reference. This paper attempts to “test” the “how-to-do-change
management” with empirical and practitioner literature that was not evident in the original text. The
model would be most useful as an implementation planning tool, but complementary tools should also
be used during the implementation process to adapt to contextual factors or obstacles.
Originality/value – Based upon a thorough review, this is the first formal review of Kotter’s change
management model, 15 years after its introduction.
Keywords Change management, Organizational change, Corporate strategy, Empowerment,
Engagement, Vision, Management
Paper type Conceptual paper
Introduction
Businesses are constantly required to adapt to a changing environment in order to
maintain their position in the market and even more so if they are to truly grow
(Biedenbacha and Soumlderholma, 2008). Changes are an inevitable part of the current
market. The current rate of technological advancement and growing global
competition lets us foresee a continuing need for change in the future (Armenakis
and Harris, 2009). Many authors argue that change never starts because it never stops
(Weick and Quinn, 1999). Many organiza.
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Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
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All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Leadership Ethics and Change, Purpose to Impact Plan
Change models
1. A Comparison of 5
popular Models for
Managing Business
Change
Jan 2013
2. Change Management Models- a Comparison
• George Box, a statistician, famously wrote that "essentially, all models are wrong, but some
are useful” . The field of change management continues to prove him right.
• Organizational change management (OCM) is a structured approach in an organization for
ensuring that changes are smoothly and successfully implemented, and that the lasting
benefits of change are achieved. That is easier said than done.
• Nevertheless, there are many management consultants, clinical psychologists and social
scientists who have carried out extensive research on the dynamics of change and proposed
models and frameworks to understand the same.
• We present here a comparison of five popular models. By no means is this list complete. The
complexity and unpredictability of human behavior will ensure that the field of change
management will continuously produce more frameworks to study and more models to adopt.
3. Kotter’s Eights Steps to Change
Benefits
1. Focus on buy-in of employees as the
focus for success
2. Clear steps which can give a
guidance for the process
3. Fits well into the culture of classical
hierarchies
Limitations
1. The model is clearly top-down, it
gives no room for co-creation or
other forms of true participation.
2. Can lead to frustrations among
employees if the stages of
grief and individual needs are not
taken into consideration.
John Kotter’s (1996) eight steps to transforming
organizations are based upon analysis of 100 different
organizations going through change. His research
highlighted eight key lessons which he converted into a
practical eight-step model. Although represented by Kotter
in a linear fashion, experience suggests that it is better to
think of the steps as a continuous cycle to ensure that the
momentum of the change is maintained.
Establish a
Sense of
Urgency
Form a powerful,
guiding coalition
Develop a vision
& Strategy
Communicate
the vision
Remove
Obstacles &
empower action
Plan and create
short-term wins
Consolidate
gains
Anchor in the
culture
More at :http://www.kotterinternational.com/our-principles/changesteps/changesteps
4. Bridge’s Transition Model
Benefits
1. You can use the model to
understand how people feel as you
guide them through change. It
clarifies the psychological effect of
change.
Limitations
1. While the model is useful for
implementing change, it's not a
substitute for other change
management approaches. It cant
be used as an independent change
management model.
The ideas of Bridges(1991) on transition provide a good
understanding of what is going on when an organizational
change takes place. He differentiates between change
and transition, according to him Change is a situational
and happens without people transitioning and transition is
psychological and is a three phase process where people
gradually accept the details of the new situation and the
changes that come with it.
ENDING NEUTRAL ZONE NEW BEGINNING
End what ‘used to be’; identify
who is losing what, openly
acknowledge the loss, mark
the endings and continuously
repeat information about what
is changing and why.
Individuals within the
organization feel disoriented
with falling motivation and
increasing anxiety. Ensure that
people recognize the neutral
zone and treat it as part of the
organization's change process.
Gain acceptance of the
purpose; Communicate a
picture of how the new
organization will look and feel
; Communicate and gain a
step-by-step understanding of
how the organization will
change
More at : http://www.mindtools.com/pages/article/bridges-transition-model.htm
5. Roger’s Technology Adoption Curve
Benefits
1. Helps in creating an understanding
of the audience for change.
2. Provides inputs to identify opinion
makers and influencers.
Limitations
1. People need not fall into one Change
Adoption Category; they drift from
category to category depending on the
specific change/innovation.
2. The adoption terms are accurate only in
hindsight; they tell you nothing about
how a population might respond to a
change/innovation.
The technology adoption lifecycle model, based on his
theory of diffusion of innovation(1962), describes the
adoption or acceptance of a new product or innovation,
according to the demographic and psychological
characteristics of defined adopter groups. The process of
adoption over time is typically illustrated as a classical
normal distribution or "bell curve." The model indicates
that the first group of people to use a new product is
called "innovators," followed by "early adopters." Next
come the early and late majority, and the last group to
eventually adopt a product are called "laggards.”
The curve creates the foundation of 5 step process of
technology adoption- Knowledge, Persuasion, Decision,
Implementation, Confirmation
More at : http://en.wikipedia.org/wiki/Diffusion_of_innovations
6. Kubler- Ross Five Stage Model
The Change Curve
Benefits
1. An individual’s reaction to change is
well captured, this forms a good
foundation to develop
communication strategy
Limitations
1. Not all change is bad. This model
assumes the worst reaction to
change.
2. It is difficult to identify the
transition between stages.
3. Difficult to apply to a group
The Change Curve is based on a model originally
developed in the 1960s by Elisabeth Kubler-Ross to
explain the grieving process. She proposed that a
terminally ill patient would progress through 5 stages of
grief when informed of their illness. By the 1980s, the
Change Curve was a firm fixture in change management
circles. The curve, and its associated emotions, can be
used to predict how performance is likely to be affected by
the announcement and subsequent implementation of a
significant change.
More at :
http://www.exeter.ac.uk/media/universityofexeter/humanresources/documents/learningdevelopm
7. Prosci’s ADKAR Model
Benefits
1. It encapsulates the business/process
dimension of change and the
individual dimension of change
2. Provides a clear management
checklist to manage change
Limitations
1. Misses out on the role of
Leadership and principles of
programme management to
create clarity and provide
direction to chnage
Developed in 1998 by Prosci, after research with more
than 300 companies undergoing major change projects.
ADKAR is a goal-oriented change management model
that allows change management teams to focus their
activities on specific business results. The model was
initially used as a tool for determining if change
management activities like communications and training
were having the desired results during organizational
change.
More at : http://www.change-management.com/tutorial-adkar-overview.htm
8. For more information on how PeopleWiz can help you in managing
change, request for CM information pack by writing to
info@peoplewizconsulting.com or
visit
http://www.peoplewizconsulting.com/change