Models of Change

Proposed by Dr. Shahzad Ali Gill

Change is an inevitable, yet difficult, aspect of a growing business. However, you don’t need
to adopt a “resistance is futile” attitude to get people on board and drive change. Change
management models are designed to act as compasses that help you navigate difficult
transitions and guide you and your team towards more than acceptance – to adopt new
processes and maximizing ROI for business process changes.

What are the best change management models in 2023?

1. Lewin’s Change Management Model
2. McKinsey 7-S Model
3. Nudge Theory
4. The ADKAR Change Management Model
5. Kübler-Ross Change Curve
6. Bridges’ Transition Model
7. Satir Change Model
8. Kotter’s 8-Step Theory
9. Maurer 3 Levels of Resistance and Change Model
10. Deming Cycle (PDCA)
For example, switching from one video conferencing system to another may seem like an easy
change, but anyone who has been forced to make that switch can tell you that small frustrations
such as having to hunt down the share-screen button or navigate mic-muting options can lead
to a serious dislike for the new tool. Change management models prepare you for change
resistance and guide you and your employees towards a successful implementation of change.

What is a Change Management Model?

Change management models are concepts, theories, and methodologies that provide an in-
depth approach to organizational change. They aim to provide a guide to making changes,
navigating the transformation process, and ensuring that changes are accepted and put into
practice. Whether those changes apply to new hires who are learning the company processes,
company-wide changes involving internal tools, department-specific changes, or anything in-
between, change management frameworks are designed to make the changes easier to
implement and, more importantly, to solidify the change as the new norm.

The Importance of Change Models

Understanding the basic principles of popular change management models and frameworks
enables enterprises to leverage best practices, tactics, and strategies to lean on when facilitating
change projects. Relying on the fundamentals of these change models allow organizations to
develop more effective, strategic, and contextual change initiatives. This all impacts your
company’s bottom line. Change projects have huge implications that can cause ripple effects
across productivity, revenue, customer experience, and more. Change projects are also time
and resource intensive, as well as typically involve new technology investments. This means
change projects are costly and expensive investments for companies – and relying on the
principles of one (or more) change models empower organizations to successfully navigate
large change projects. A variety of established models exist; the challenge is to find the one
that works best for your situation.

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 Models of Change
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1. Lewin’s Change Management Model

Lewin’s 3-Stage Model of Change, developed by Kurt Lewin, is popular thanks to its three-
phase model that breaks down big changes into more manageable chunks:

• Unfreeze
• Change
• Refreeze

You must first “unfreeze” your current process and analyze how it can be improved so that
everyone affected understands the need for change. You then make your changes and guide
employees throughout the transition. Once changes have been deployed and tweaked according
to employee feedback, you must solidify or “refreeze” the new status quo. So, few phases don’t
guarantee a fast transition. The Lewin’s Model often involves spreading out the “change” phase
over a long period of time to overcome resistance and provide adequate training. Use this model
when you have strong support from senior management and need to make organization- or
team-wide changes.

2. McKinsey 7-S Model

The 7 S’s of the McKinsey 7-S Model make it one of the more complex models, but that
complexity may be necessary when implementing complicated organization-wide changes.
The model’s seven elements are not designed to be addressed in a specific order but rather
assessed by how they affect each other so that weaknesses can be identified:

• Strategy
• Structure
• Systems
• Shared Values
• Style
• Staff
• Skills

The first three — strategy, structure, and systems — are considered the “hard” elements,
meaning they are simpler to identify and easily influenced by management. The hard elements
are such things as the company plans to be more competitive (strategy), organizational charts
(structure), and routines/processes for how work is to be done (systems).

The remaining four “soft” elements, conversely, are more difficult to describe and are
influenced by the company culture. Your staff, their skillsets, the company’s overall leadership
style, as well as the values or culture of the company are more fluid and subject to continuous
change. The key is to keep all seven elements in harmony by analysing how they interact with
and affect each other.

The McKinsey 7-S model is perfect for when you know there is something wrong within the
organization, but you’re not sure how to address the issue. Once you have identified what
changes need to be made, the seven elements serve as a guide to keep your company in balance.
This model can help you identify misalignments, such as your company touting a focus on
family but not offering paternity leave. It can then help you navigate the implementation of the

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necessary change, such as ensuring that your staff has the skills to cover responsibilities for
anyone who takes advantage of a paternity leave option.

3. Nudge Theory
Nudge theory relies on subtle, indirect suggestions that are backed up by evidence so that
employees will be nudged in the direction of change that you desire. The premise is that
“nudging” change is more effective than strictly enforcing change. Below are the theory’s basic
principles:

• Define changes
• Consider employee point of view
• Provide evidence to show the best options
• Present change as a choice
• Listen to employee feedback
• Limit options
• Solidify change with short-term wins

Nudge theory allows employees to see the need for change for themselves and influence how
it is made, making resistance less likely. Like a parent would with a child, it guides employees
towards the options management wants them to choose. The beauty of this change management
framework is that it aims to get the full support of your employees, while still making them
feel a part of the process of choosing and managing the change.
Nudge theory is best used in conjunction with another model.

4. The ADKAR Change Management Model

The ADKAR Model is a bottom-up method created by Jeffrey Hiatt. It puts the focus on
the people behind the change. This is not a sequential method; each letter in the acronym
represents a goal to be reached as a company:

• Awareness (of the need to change)

• Desire (to participate in and support the change)
• Knowledge (on how to change)

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• Ability (to implement required skills and behaviors)

• Reinforcement (to sustain the change)

By putting the focus on employees, the ADKAR method limits resistance and thus speeds up
implementation. Much like the Nudge theory, the ADKAR model values employee input and
support. Instead of going to your employees with a mandate for change, you start a conversation
to make employees aware of the need for change so that you can convince them that they will
benefit from it. This will foster their desire to participate in the implementation.

The method’s knowledge and ability goals are closely linked, but knowledge focuses more on
understanding how the change can be made, while ability is about giving employees the
confidence they need to complete the transformation. This people-centric method ensures a
higher success rate for sustained change compared to methods that do not actively involve the
people affected by the change. This framework is best suited for small, incremental changes so
that daily routines are not significantly disrupted all at once.

5. Kübler-Ross Change Curve

You will likely recognize the Kübler-Ross Change Curve as it is based on the five stages of
grief, which was defined by the psychiatrist Elisabeth Kübler-Ross. By acknowledging that
change is often met with emotional reactions (as opposed to more logic-based objections),
you’re better prepared during each of the method’s five stages:

• Denial
• Anger
• Bargaining
• Depression
• Acceptance

Employees may move through these stages in random order and even repeat stages. It’s
essential to communicate and empathize, so employees feel that you are acknowledging their
emotions throughout the journey towards acceptance.

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The unpredictability of emotions makes this change management framework ill-suited for
large-scale changes. The Kübler-Ross Change Curve is great for small groups because it allows
you to connect with employees on an individual level. Pair this model with another change
management framework that outlines clear steps towards the desired result.

6. Bridges’ Transition Model

The Bridges’ Transition Model is similar to the Kübler-Ross Change Curve in that it focuses
on the emotional reactions throughout a transition. While many models focus on the change
itself, the Bridges’ model narrows in on the transition process by breaking it into three stages:

• Ending, losing, and letting go

• The neutral zone
• The new beginning

The concept behind this model is that change is a thing that happens to people, versus a
transition, which is a journey people embark upon. By anticipating the denial, anger, and
frustration that comes with change, you can better guide people towards the neutral zone, which
is the bridge between the old and new.

This feelings-based, personal approach helps management and employees work together to
transition and solidify change. Once again, taking your employees’ personal feelings into
consideration when implementing change guarantees a higher acceptance rate. The Bridges’

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Transition Model is not a checklist but a guide for navigating transitions in a way that pushes
employees and management towards excitement and enthusiasm for new beginnings.

7. Satir Change Model

Also related to the Kübler-Ross Change Curve, the Satir Change Model monitors the emotional
progression of employees by tracking their performance through five stages:

• Late status quo

• Resistance
• Chaos
• Integration
• New status quo

Using a model with a phase called “chaos” might not seem enticing, but there are advantages
to anticipating the negative reactions that generally accompany big changes. This model aims
to avoid issues that arise when people get frustrated and give up on new processes. The Satir
Change Model focuses on preparation for change but does not help determine what changes
need to be made, so it makes sense to use this framework when you know what you want to
rework. This approach acknowledges that many changes are abandoned due to resistance,
confusion, and lack of communication, but it does not necessarily provide you with a roadmap
to reinforced, sustained change.

8. Kotter’s Theory
Developed by Harvard Business School professor John P. Kotter, Kotter’s Theory for change
management is divided into eight stages:

• Create a sense of urgency

• Build the change team
• Form a strategic vision
• Communicate the vision
• Remove barriers to change
• Focus on short-term wins
• Maintain momentum
• Institute change

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Kotter’s 8-Step Change Model does a great job of building enthusiasm and understanding the
need for change by building a checklist that serves as a guide. However, this top-down model
neglects to include a stage that calls for employee feedback, so there is a risk that employee
resistance will stall the process. For larger companies, it can work very well. But for smaller
companies, in which feedback is critical and expected, you risk employee resentment and
alienation. Pair it with other models that allow for employee feedback throughout the process.

9. Maurer 3 Levels of Resistance and Change Model

The Maurer 3 Levels of Resistance and Change Model is unique in that it centers on what
causes changes to fail. This model focuses on three critical levels of resistance:

• I don’t get it
• I don’t like it
• I don’t like you

The creator of this model, Rick Maurer, believes that up to two-thirds of significant changes
will fail due to lack of information, negative emotional reactions to change, or lack of trust and
confidence in the person or people trying to implement the change.

“I don’t get it.”

People are prone to rejecting what they do not understand. When employees do not fully
comprehend the need for the change or the change itself, you’ve already set yourself up for
failure. It’s critical that employees are given the information that will allow them to see the
necessity for the change.

“I don’t like it.”

Emotional reactions can be a huge barrier to implementing change. If employees feel frustrated
by or even fearful of the change, they are likely to dig their heels in and resist. Preparing for
and managing this expected roadblock is key to moving forward with the change.

“I don’t like you.”

You don’t need to be best friends with the people affected by the change, but if your employees
do not trust your judgement and expertise, they may put up more of a fight. If you are confident
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and informed about the need for change as well as the process for implementing it, your
employees will be more receptive. While the Maurer 3 Levels of Resistance and Change Model
is best paired with a step-by-step guide, anticipating and understanding forms of resistance can
be incredibly valuable.

10. Deming Cycle (PDCA)

The Deming Cycle, originally developed by Dr. Williams Edwards Deming, is also known as
the Plan-Do-Check-Act (PDCA) cycle. This framework focuses on process improvement and
is divided into four phases:

• Plan
• Do
• Check
• Act

The four phases help you identify the issues that need addressing, tackle those problems
through change, and keep the pulse on the implemented changes to see if further action or
adjustment is needed. PDCA is called a cycle instead of a model because it is designed to work
on a loop. You identify issues and potential improvements during the planning stage, then
implement them on a small scale, such as within one team or a small department. You then
check and monitor progress to see if this change could benefit from adjustments, and then you
act accordingly. Acting could mean implementing the change in other areas of the company,
or it could mean going back to the planning stage. This change management framework works
best on a small scale, testing changes on a single team or department and tracking results before
implementing changes company-wide.

Managing Change is Essential for Continued Organizational Success

Change will rarely be welcomed, but proper management can minimize negative reactions.
Choose a change management model that functions as a compass pointing you towards your
“True North” or desired outcome, and the path to successful change adoption will be much
easier to navigate. Continued support throughout a change is essential, especially with big
changes such as adopting new software. Leveraging the right change management tools can
help you attain the support you need for major changes in the organization.

Source: https://whatfix.com/blog/10-change-management-models/

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13 Types of Change of Management Models You Should Know

Here is a list of the most common change management theories that this guide will elaborate
upon.

Table of Contents
• What is a Change Management Framework?
• What is Change Management Theory
• The Importance of Choosing the Right Change Management Model
• 13 Incredible Change Management Models
• 1. Kotter’s change management theory
• 2. Lewin’s Change Management Model
• 3. The McKinsey 7-S Change Management Model
• 4. Nudge Theory
• 5. Kübler-Ross Change Curve
• 6. The Satir Change Model
• 7. PDSA Cycle
• 8. Prosci ADKAR Change Management Model
• 9. Bridges’ Transition Change Management Model
• 10. Kaizen Change Management Model
• 11. LaMarsh Change Management Model
• 12. John M.Fisher Change Management Model
• 13. Maurer’s 3 Levels of Resistance and Change Model
• Change Management Framework Models
• How to Select a Change Management Framework
• Change Management Models for Cultural Change
• Change Management Models for Structural Change
• Change Management Models for Procedural Change
• Types of Change Management Tools and Software
• Organizational Change: Key Points for Success

From adapting to the latest technology to responding to the economic and logistical challenges
presented by COVID-19, the need for companies to implement and adapt to organizational
change has never been greater. Successful business transformation requires the right change
management models, tools, and theories. Models and management theories can help you in
managing organizational change and thinking about how to overcome resistance from your
employees.

What is a Change Management Framework?

Change Management Framework models helps to bring organizational structure, streamline
business processes and make employees efficient to ensure the growth of the organization.

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Organizational change is caused by internal and external factors. When an organization sees a
trend, they try to adapt and as a result change is injected within the company. Unfortunately,
most of the change initiatives fail because of poor planning and implementation. That’s why
an organization needs a change management framework to plan their change initiatives
properly with minimum spillage of scope.

What is Change Management Theory

Change Management Theory is a framework of an approach to transitioning people, processes,
and resources to achieve better outcomes. Change management theory helps people and
organizations focus on the future and make the right decisions to get to that vision. Change
management deals with many different disciplines, from behavioral and social sciences to IT
and business processes.

The Importance of Choosing the Right Change Management Model

Did you know 70% of all change initiatives fail? That’s because managers may apply the
wrong change management theory or model for their organization, or they become
overwhelmed by the change management process. If you choose the right change management
model, you can help managers be focused and methodical as they implement change. This
guide includes overviews of 13 top change management models for executing a successful
change management strategy.

13 Incredible Change Management Models

When preparing for organizational change, it is important to adopt a framework. These change
management models and theories will help guide you in what to include in your plan and how
to overcome common problems such as people’s natural resistance to change. We’ve
summarized the top 13 most frequently used change management models:

1. Kotter’s change management theory

2. Lewin’s change management model
3. The McKinsey 7-S change management model
4. Nudge theory
5. Kübler-Ross change curve
6. Satir change management model
7. PDSA cycle
8. ADKAR change management model
9. Bridges’ transition change management model
10. Kaizen change management model
11. Lamarsh change management model
12. John fisher change management model
13. Maurer’s 3 levels of resistance and change model

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1. Kotter’s change management theory

Harvard Professor John Kotter’s 1996 book Leading Change is a go-to reference on how to
navigate change in business. Kotter outlines an 8-step process for organizational change:

1. Create a sense of urgency

2. Build a guiding coalition
3. Create a strategic vision
4. Communicate the vision
5. Enable action by removing barriers
6. Generate short-term wins
7. Sustain acceleration
8. Anchor changes in corporate culture

Kotter’s organizational change theory is one of the most popular change management models
because it does a great job of establishing a sense of urgency and explaining why change is
needed. Where it comes up short is in its lack of feedback from all levels. Kotter takes a top-
down approach. If you start with these steps, be sure to incorporate some ways to build
grassroots momentum and solicit feedback from frontline employees.

What we like about this model: This model is ideal for companies that are adopting new
enterprise software. We especially like that this model promotes “short-term wins” –
specifically, onboarding departments that are least resistant to change first, which can help
foster internal buy-in across other departments.

2. Lewin’s Change Management Model

Kurt Lewin developed his change model in the 1940s, and it’s still popular today – primarily
because of its simplicity. The model breaks up organizational change into three steps:

Unfreeze Change Refreeze

• Decide what needs to • Make the change. • Internalize and

change. • Communicate often institutionalize the
• Analyze your current about the benefits of the change.
processes and identify change. • Create a sense of
what needs to change. • Allow time and training stability to sustain the
• Communicate the need for for people to get used to change.
change. the change. • Celebrate successes.

The Lewin model for organizational change is deceptively simple since it’s only three steps.
You will need to fight the temptation to rush through each phase. It takes time to plan, execute,

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and reinforce a change. Make sure you allow enough time for employees to get used to the
changes and provide opportunities for them to give feedback.

What we like about this model: This model focuses on empowering employees, rewarding
them for adapting and communicating with them regularly. We think the Lewin model would
work well for large companies that want to avoid internal rumours and confusion about major
changes.

3. The McKinsey 7-S Change Management Model

The McKinsey 7-S model was outlined in the book In Search of Excellence by McKinsey
consultants Thomas J. Peters and Robert H. Waterman. Instead of focusing on structure, the
model emphasizes the need for coordination and maps out a series of interconnected factors
that impact a company’s ability to change. These seven elements are:

Hard Elements
• Strategy – your plan for how to compete and succeed in the marketplace
• Structure – how your organized i.e. your business unit and reporting structure
• System – the processes and technologies employees use to get their jobs done.

Soft Elements
• Shared values – core values as defined by the company’s corporate culture and
work ethic
• Style – leadership approach to managing the company and employees
• Staff – the company’s workforce
• Skills – employees’ collective knowledge and skill set.

The 7-S model’s strength is helping organizations understand that status quo so they know
what needs to change. The model also helps illustrate how any organizational change will
impact all seven elements. The model is less effective at actually guiding companies through
making the change. The McKinsey model might be best paired with a more actionable
organizational change management framework

What we like about this model: We like the separation of hard and soft change elements, as
different managers or departments may be overseeing those points.

4. Nudge Theory
Richard H. Thaler and Cass R. Sunstein outlined the ideas behind nudge theory in their
book Nudge: Improving Decisions About Health, Wealth, and Happiness. The approach gently
guides or suggests users make a change without strict enforcement or penalizing non-
compliance. Companies should present the change as a choice and remove as many obstacles
as possible to make it more likely people comply. They’ll also need to celebrate small wins and
highlight the benefits of the change. Companies have found success in using the Nudge theory

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to encourage more people to contribute to their retirement plans. Governments have used it to
increase the number of people signed up for organ donation. Each of these actions is a one-
time choice by the participant. When dealing with complex organizational change, companies
may need a more structured change management framework.

What we like about this model: This model reminds us of the ways marketers move people
through the sales funnel — using several “touchpoints” to drive consumers toward an action.
We can see how marketing agencies would be especially successful in implementing the nudge
theory.

5. Kübler-Ross Change Curve

You may be familiar with the Kübler-Ross Change Curve because it’s based on the five stages
of grief outlined by psychiatrist Elisabeth Kübler-Ross in her 1969 book On Death and Dying.
She focused on how terminally ill patients processed their grief about facing death. She outlined
five phases:

1. Denial
2. Anger
3. Bargaining
4. Depression
5. Acceptance

So why is a theory about grieving in a list of change management models for business? People
are naturally resistant to change. The change curve expands upon the five stages of grief to
describe the emotions employees feel when adjusting to an organizational change. The stages
are:
• Shock – Employees are surprised by the change.
• Denial – Employees are in disbelief about the change.
• Frustration – Employees begin to acknowledge changes, but are resentful.
• Depression – Employees are unmotivated to work or complete the change.
• Experiment – Employees begin to engage with the new structure/systems.
• Decision – Employees feel more comfortable with the change and learn how to
work in the new environment.
• Integration – Employees fully adapt to the change and make it part of their
work life.

The model is a great resource for thinking about and managing your employees’ reactions to a
change but doesn’t provide an overall framework for initiating organizational change. Consider
pairing it with another model.

What we like about this model: We think this model is helpful for human resources teams
that need to anticipate and prepare for how employees might react to change.

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6. The Satir Change Model

The Satir Change Model is also based on the five stages of grief. It can be used to model how
employees are performing during the change. The five phases are:

• Late status quo – This is when employees understand what is expected of

them, but may not agree with the productivity requirements.
• Resistance – This is the first phase after you introduce the change. You can
expect some resistance which will lead to a decrease in productivity.
• Chaos – This is the lowest point in your productivity as the change starts to take
its full emotional toll on your workforce. This is when you’ll need to provide
the most support to make your change successful.
• Integration – Productivity starts to improve in this phase as employees begin
to see the positive value of the change.
• New status quo – This is when you can expect productivity to become stable
again (hopefully at a higher level than when you started) as people accept and
integrate the change into their work.

Like the Kübler-Ross model, this framework isn’t ideal for helping you plan and execute your
change. Where it is helpful is in predicting and responding to how your team’s performance
will be impacted during the successful implementation of your organizational change.

What we like about this model: We can see this model being useful for teams in deadline-
driven environments. Being able to predict when productivity may decrease could help project
managers set more relaxed timelines for projects.

7. PDSA Cycle
The Plan-Do-Study-Act (PDSA) Cycle is a continuous process for optimizing and improving
your business. The cycle is based on the work of W. Edward Deming and Walter Shewhart.
The approach is sometimes called the Deming Wheel or Deming Cycle. The cycle is meant to
work in a loop where you repeat the four steps:

• Plan – Recognize what needs to change and make a plan.

• Do – Test your idea on a small scale.
• Study – Analyze your results and determine what worked and what didn’t.
• Act – Take action based on your results and what you learned.

The cycle is a great tool to use for continuous improvement. It can easily fit into any or every
part of your overall change management plan. But you’ll probably need a more detailed
framework for planning out a large organizational change.

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What we like about this model: We like that the “Study” stage of this cycle compares actual
results with projections. This simple four-step process can be repeated until the results align
with objectives.

8. Prosci ADKAR Change Management Model

The Prosci ADKAR change management model is not a top-down approach. Instead, it focused
on what people at all levels of an organization need to do in order for an organizational change
to be effective. Prosci founder Jeff Hiatt created the ADKAR model. According to the model,
people need to achieve five outcomes:

• Awareness – Management explains that changes are coming and why they are
necessary.
• Desire – Leaders persuade employees to support the change, by providing case
studies or other evidence. They may also need to address individual concerns to
build confidence in the changes.
• Knowledge – This is the stage at which employees learn how to implement
changes. For companies introducing new software, this stage includes training.
• Ability – At this stage, employees are applying what they’ve learned.
• Reinforcement – This is an ongoing process that recognizes employees for
their accomplishments and provides performance incentives.

The ADKAR model is a useful tool because it helps you think about and plan for everything
that needs to happen on the ground for your organizational change to be successful. It forces
you to plan for how to support and create change across all levels of the organization.

What we like about this model: We like that this model illustrates the need for educating
employees about a change before jumping into training. It’s a much more effective way to
implement new software platforms.

9. Bridges’ Transition Change Management Model

William Bridges made an important distinction in Bridges’ Transition Model – it wasn’t about
change, it was about transition. Bridges believed changes happen abruptly and a person has no
control over the matter. A transition, however, is a slower process or journey a person goes
through. The model proposes three stages employees go through during a transition:

• Endings – This is when employees understand what they will lose – for
example, colleagues, software platforms, or physical locations.
• Neutral zone – This is the transitional time between old and new. Employees
may feel unsure about new responsibilities or methods.
• New beginnings – This is when the change is accepted as the new norm. The
goal is to keep the momentum going.

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The model is similar to the Satir model or the Kübler-Ross Change Curve because it focuses
on managing employees’ emotions through an organizational change. Similarly, it has the same
drawback in that it does not actually provide a framework for implementing change.

What we like about this model: We like that this model mentions loss – allowing employees
time to process those feelings may ultimately lead to a better implementation of changes.

10. Kaizen Change Management Model

Kaizen is a popular change management model. This model calls for change to be a
continuous process rather than a one-time transition. The Kaizen model promotes the concept
that small and ongoing changes offer more benefits than infrequent and large changes.

These are the 10 principles of Kaizen:

• Let go of assumptions.
• Be proactive about problem-solving.
• Reject the status quo.
• Let go of perfectionism and embrace iterative, adaptive change.
• Look for solutions as you discover mistakes.
• Create an environment that empowers everyone to contribute.
• Instead of accepting the obvious explanation, ask “why” five times to get to the
root cause.
• Gather information and opinions from multiple people.
• Find low-cost, small improvements.
• Never stop improving.

With the Kaizen model, all employees work as a team on a regular basis to promote small yet
continuous and comprehensive development with the cooperation and commitment of all
partners.

What we like about this model: This model gives employees more control over changes,
which we think is a creative approach to building employee trust. (We also like that Kaizen
loosely translates to “good change” in Japanese).

11. LaMarsh Change Management Model

The LaMarsh change management model refers to the organized process of
risk mitigation in adoption and the acceptance of new processes by those who will be affected
by it most. The risks in acceptance and adoption of change are addressed early on during the
change management process, so the change can happen smoothly across the entire
organization. The LaMarsh model focuses on intentional changes in order to achieve success.

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It identifies areas that would benefit most from the change and ensures that all employees
involved understand the purpose and implementation of the change.

LaMarsh methodology entails a five-step framework for leaders to:

• Initiate the change – This is when leaders establish objectives.

• Identify risk – This stage involves evaluating the barriers to employee
acceptance.
• Implementation phase – This is the stage in which leaders follow an action
plan designed to minimize employee resistance to acceptance.
• Achieve results – Once changes are implemented, results are measured against
initial objectives. Risk identification is ongoing, and plans may be adjusted
accordingly.
• Sustain outcomes – Once changes are achieved, leaders support processes to
sustain outcomes.

What we like about this model: We like that this is a scalable model that could work for small
companies or enterprise corporations.

12. John M.Fisher Change Management Model

John M. Fisher’s change management model looks at the transition stages that employees go
through when a personal or corporate change is initiated. Managers can help employees handle
change more effectively by determining which stage an employee is in, in the transition cycle.
Once this stage is determined, the manager can employ appropriate tools to help the
employee proceed to the next stage, until finally, the employee accepts, embraces, and adopts
the incoming change. Fisher’s model of change addresses how an individual deals with and
responds to the change. It takes into consideration the personal change or the “Personal
Transition Curve,” which helps leaders understand the employees’ perspective in the change
process. There are 12 stages of emotion an employee might experience during a transitional
time: Anxiety, Happiness, Threat, Fear, Anger, Guilt, Despair, Hostility, Acceptance, Moving
forward, Denial, Disillusionment. Individuals may experience some of those emotions, but
employees won’t all react the same way.

What we like about this model: We like that this model acknowledges the individuality of
employees. That makes this model useful for companies that have the time and ability to meet
one-on-one with employees during a time of transition.

13. Maurer’s 3 Levels of Resistance and Change Model

Author Rick Maurer’s change model focuses specifically on the three mindsets employees may
experience when they’re resistant to change. Those are:

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• I don’t get it – This means employees don’t have enough information — or the
right kind of information — to understand what changes are coming and why.
• I don’t like it – This is the emotional state of feeling fear, when employees may
become defensive and closed-off to any messaging about changes.
• I don’t like you – Employees may dislike or distrust the person or people
attempting to implement the change, even if they see the change as positive.

Like many of the other change models on our list, Maurer’s model advises management to
counteract resistance by communicating openly, sharing evidence that inspires confidence, and
listening to employees’ misgivings.

Change Management Framework Models

Change is the growth enabler and most organizations have realized it because of the recent
disruptions. Today over 75% of the organizations are ready to multiply their change initiatives
but even then only 34% of the change efforts are successful. This is because most of the time
organizations are in a hurry with their initiatives and some cases change, they are reactive to
change. To achieve success organization must be proactive and must start by listing the benefits
of change. We have listed some of the benefits of change and the impact that it might create
on your organization.

• Measure results – Change should never be implemented without setting

objectives, schedules, and budgets. This is where change management
framework models come in and help to structure the process in such a way that
it becomes measurable. It helps the organization to measure the efficiency of
the transformation, analyze employee productivity, understand the rate of
adoption, map the budgets and predict implementation time.
• Eliminate internal resistance – A change framework helps to detect the
possible areas of resistance and the reason behind it. Post this organizations can
plan ways to reduce the resistance and convert resistors into advocates.
Moreover, it enables organizations to create communication channels to ensure
that all the stakeholders are on the same page.
• Forecasting – A Change framework not only help to measure but also help
organizations to forecast the timeline, employee behavior, expected output, and
revenue. Based on this prediction businesses can formulate a strategy and again
change model helps in that and give a sense of confidence to all the stakeholders.
As a result, people start feeling that change is manageable and not
overwhelming. With forecasting business leaders can detect the pain points
beforehand and invest in a solution that can make the life of employees easy
during change. This approach boosts their performance and enables them to do
better.

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How to Select a Change Management Framework

So how do you know which change management model will work best for you? That depends
on the type of organizational change you’re trying to make.

Change Management Models for Cultural Change

If your change is more cultural in nature, you’ll want to focus on a framework that takes
employees’ emotional needs into consideration. Kübler-Ross Change Curve, Satir Model,
ADKAR, and Bridges’ Transition Model are excellent choices when you’re trying to change
your organizational culture.

Change Management Models for Structural Change

Structural changes create both logistical and emotional concerns that need to be managed. In
this case, it’s best to pair the models used for cultural change with a system that includes more
actionable steps for managing and planning the change-related activities. Consider using
Kotter’s Theory, Lewin’s Change Management Model, or the PDSA cycle.

Change Management Models for Procedural Change

Procedural changes require you to evaluate what needs to change and then make minor
adjustments during the process. The McKinsey 7-S Model and PDSA Cycle are good choices
for procedural changes because they force you to examine your status quo and make a plan for
what you need to update. Kotter’s Theory and Lewin’s Change Management Model are also
good fits for procedural changes.

Types of Change Management Tools and Software

In addition to a framework, you’ll need change management tools. Successful organizational
change requires four types of tools:

1. Planning and Tracking

2. Project Management
3. Communication
4. Training
Type of Tool Purpose Examples

You will need a way to plan your

organizational change. Many companies • Oracle Planning and
Planning and use corporate performance management Budgeting Cloud
Tracking software, or some will use the same • Anaplan
software for both planning and project • Planful
management.

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Once you have made a plan, you’ll need a

• Clarity PPM
way to track all the activities and tasks
• Microsoft Project
needed to execute it. Many companies
Project Portfolio
already use a project management system
Management Management
for their daily activities. The same system
• Clarizen One
can be useful for managing organizational
change.

You will need tools for communicating with • Qualtrics Employee

your employees and soliciting their XM
Communication
feedback while implementing an • SurveyMonkey
organizational change. • Zoho Survey

Most organizational change will require

• Apty
some training to reskill employees. Tools
Training • Lessonly
like a learning management system or a
• TalentLMS
digital adoption solution can help.

Organizational Change: Key Points for Success

Change doesn’t have to be chaotic and stressful. When preparing for an organizational change,
remember these three key steps:

• Determine the type of change you want to implement.

• Select the best change management models for your organization and type of
change.
• Utilize the appropriate tools for planning, project management, communication,
and provide adequate training.

With the right change management models and tools, you can conquer any change-related
challenges.

Source: https://www.apty.io/blog/organizational-change-management-models/

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