Change management

Useful Data - Change Management

Change Management Models

There are a number of potential models for change to use that we can apply to use as a process for change.

Lewin’s Three Stage Model

Unfreeze; change; freeze.

Kotter’s Eight Stage Model

Needs: Urgency, Vision, empowerment, quick wins, ongoing building on the change, make it stick

Senge’s Systems Thinking Model

Optimistic stuff. A shared Vision; Mental Models; Team Learning; Personal Mastery (4) and System Thinking (5). The fifth Discipline, System Thinking, is the one discipline that binds the other four and therefore the discipline where the focus of Change Management should be.

McKinsey 7-S Model

Seems appropriate for creating an organisation, department or service.

ADKAR Change Management Model

Uses Awareness, Desire, Knowledge, Ability, Reinforcement. More to do with changing an organisation.

Nudge Theory

Suitable for lots of small behavioural changes in a population.

Bridges’ Transition Model

Endings; Neutral Zone; New Beginnings. Suitable for managing employees in a department through a single very big change.

Kübler-Ross Change Management Framework

The management of grief stages, reworked into a business context. E.g. Denial, Anger, Bargaining, Depression, Acceptance. Or Shock, Anger, Rejection, Acceptance.

Maurer’s 3 Levels of Resistance and Change Model

“I don’t get it. I don’t like it. I don’t like you.” May well be appropriate for predicting how staff will react.

The Deming Cycle

Plan, Do, Check, Act. A working practice. One can expect to be going round that circle many times. Just something to keep in mind.

Satir Change Management Model

For recognising and reporting the performance dip and recovery in change. Late Status Quo; Resistance; Chaos; Integration; New Status Quo. Just to be aware of. Some things might get worse as we try to make them better, such as productivity dropping as processes are embedded.

Kaizen Change Management Model

Works well with business-as-usual in an operational environment.

LaMarsh Change Management Model

A general purpose one-size-fits-all risk-based approach. Initiate change; Identify risk; Implementation; Achieve results; Sustain outcomes. Deal with the greatest risks first to make everything else runs smoothly later.

Three ways to manage change

Reactive = respond to change

Anticipatory = try to see it coming and prepare for it

Proactive = drive it yourself

All three are relevant and useful approaches. All three should / could be used.

The scale of ambition

Incremental = make improvements to what exists

Transformational = new ways of working

Both extremes are achievable and useful approaches.

Target realistically and optimistically: do not over-stretch but do not be under-ambitious.

Know your capabilities but know your limitations.

Timescales

Emergent change = comes out of the blue

Planned change = from a deliberate policy or strategy

Only the former is guaranteed.

Either can fail.

Types of change management method

Developmental = steady progress from before to after. e.g. from child to adult. Growth. Appearance changes.

Transitional = dismantle the old while building the new e.g. from caterpillar to butterfly. New systems. The work changes.

Transformational = fundamental new way of thinking and being e.g. from fields to factories. New environment. Everything changes.