8 Critical Change Management Models To Evolve and Survive - Process Street

12/16/2018 8 Critical Change Management Models to Evolve and Survive | Process Street
8 Critical Change Management Models to

Evolve and Survive
(https://www.process.st/change-
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management-models/)
(https://www.process.st/author/ben-mulholland/)
Ben Mulholland (https://www.process.st/author/ben-mulholland/)
July 24, 2017
Business (https://www.process.st/category/business-2/), Human Resources
(https://www.process.st/category/human-resources/), Management
(https://www.process.st/category/management/), Small Business
(https://www.process.st/category/small-business/)
For your business to survive it will need to evolve. For it to evolve, you need to make
changes. Without a change management model, the success of those changes is up to
nothing more than hope and dumb luck.
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(https://www.process.st/privacy)
(https://www.tinypulse.com/blog/3-examples-of-organizational-change-and-why-they-
Got it
got-it-right) by making changes and crossing their fingers – they had a model and strategy
https://www.process.st/change-management-models/ 1/52
to follow.
“Before King began announcing layoffs, he explained his reasons… to prepare them for
the upcoming change. Without his transparency, British Airways could have experienced
employee backlash and negative press around all the layoffs.” – Laura Troyani
(https://twitter.com/LauraTroyani), 3 Examples of Organizational Change Done Right
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(https://www.tinypulse.com/blog/3-examples-of-organizational-change-and-why-
they-got-it-right)
A model which paved the way for them earning $284 million in profit (the highest in its
industry) within ten years of the changes.
I’ve already gone over how to form your own change management strategy
(https://www.process.st/change-management-strategy/), so today I’ll break down the
change management models you can use to do the same for your business.
But enough introductory babble – it’s time to get stuck into this behemoth of a post and
give you everything you need to know about the 8 main change management models,
being:
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Lewin’s change management model
Got it The McKinsey 7-S model
Kotter’s theory
Nudge theory
ADKAR
Bridges’ transition model
Kübler-Ross’ change curve
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The Satir change management model
Lewin’s change management model
Lewin’s model (https://www.mindtools.com/pages/article/newPPM_94.htm) is one of the

most popular approaches, and it’s easy to see why. By splitting the change process into
three stages you can break a large, unwieldy shift into bitesize chunks which account for
both the processes and people in your company.
Lewin describes three stages of change management:
Unfreeze
Make changes
Refreeze
Each stage is a little hefty and requires delving into detail, so I’ll split each into its own
section below.
The method
Got it
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Unfreeze your process and perceptions
Upon realizing that your company needs to change, the first step is to “unfreeze” your
current process and take a look at how things are done. This means analyzing every step
and human interaction for potential improvements, no matter how in-depth you have to
go and how much you need to unearth.
By doing this you’re helping to eliminate any existing bias and commonly accepted
mistakes (https://www.process.st/normalization-of-deviance/). This gives you the
perspective you need to change the cause of your problems, rather than just the
symptoms.
Unfreezing also applies to your company’s perception of the upcoming change and their
natural resistance to it. Forcing sudden change only breeds resentment, so you need to
prepare your team for the new elements in order to let them take hold when deployed.
Everyone needs to know what’s wrong with the current process, why it needs to change,
what changes are being suggested, and what benefits those changes will bring. This should
help to convince them of the need to change and encourage them to stick to the new
process.
Make your changes

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Learnchanges
more and guide the team as
they adapt. Communication, support, and education are vital, as you want to limit any
difficulties
Got it in the transition and address problems as soon as they arise.
As such, you first need to provide any extra education or training that your team will
require. If you’re switching a piece of technology then they need to know how to use it, and
if you’re adapting a new marketing policy they need to be told what to read to learn about
it.
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Next, you need to make sure that everyone has a place or person they can go to for
support on the topic. This can be a regular meeting with their manager, a knowledge base
they can refer to, or a mentor that’s guiding them through the process.
Finally, you should be communicating regularly with all members of your team (or at least
getting their manager to do so). This is primarily to listen to feedback, as this will quickly
highlight any problems you need to tackle.
Refreeze the new status quo

Once your changes have been deployed, measured, and tweaked according to feedback,
you need to “refreeze” your new status quo. This is vital to any change management model
– everything you’ve done is pointless if old habits resurface.
Regular reviews need to be carried out to check that the new methods are being followed.
Rewards should also be given to those who consistently keep to the new method, and
those who make a large effort to support and uphold the changes.
If you’ve listened to (and applied) feedback then this stage will be a little easier, since your
employees will be more invested in the changes. They helped to shape them after all, so
it’s natural that they would want them to succeed.
Beyond that, any documented processes (https://www.process.st/why-you-need-to-
document-business-processes/) need to be checked and updated, and all of these checks
Got it
upheld until the changes become habit. There’s no set amount of time until this happens,
but as long as you keep measuring and reinforcing the new state of things, eventually the
habit will be set in stone.
The good
Lewin’s change management model is fantastic for when your business needs to drastically
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change in order to succeed. It also excels at uncovering hidden mistakes which were taken
for granted, since you have to analyze every aspect of whatever you’re changing.
If you’re carrying out any business process reengineering (https://www.process.st/business-

process-reengineering/) (see the template (https://www.process.st/help/docs/templates/)
for this below) or know that you need to shake up some ingrained mistruths, use Lewin’s
model.
Theprocess
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Assign the task of reengineering to team members
It's best to assign the task of reengineering a specific process to a team member who knows
Got it
The bad
Due to the scale of the unfreezing process, Lewin’s model can be difficult and time-
consuming to enact. This isn’t necessarily a problem (since the changes highlighted are
often massive and require a large time investment anyway), but it does mean that using
the model for anything less than an in-depth analysis and overhaul isn’t worthwhile.
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Lewin’s model also requires a great deal of care to be taken beyond the base instructions to
support your team and consider their emotions through the turmoil.
Massive changes (which this model is suited to) run the risk of alienating employees, since
their workflow will be drastically different than before. As such, you need to be especially
careful when bringing them on board and keeping up their enthusiasm in the refreezing
stage.
The verdict
If you know that your business requires in-depth analysis and improvements, Lewin’s
model is a great way to start.
By digging up the roots of your methods and completely revamping processes and
practices where needed, you can pivot your company at a critical time in its lifespan.
Unfreezing and analyzing your model with this method can show you what you need to
improve and highlight how to let your team adapt.
Got it
Just don’t try to “unfreeze” and change for every minor problem you find – it takes a lot of
time and effort to do so, and if you’re not careful the disruption can alienate your
employees.
The McKinsey 7-S model
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Instead of supporting deep analysis and large shifts, the McKinsey 7-S model
(https://www.mindtools.com/pages/article/newSTR_91.htm) is great for analyzing how
coherent your company is. If you know that you need to change your act, but you’re not
sure what to do, this is the change management model for you.
By analyzing the following seven aspects of your company and how they affect each other,
you will highlight the changes you need to make to create a united approach to business:
Strategy
Structure
Systems
Shared values
Style
Staff
Skills
The method
Got it
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Assess your strategy
Your company strategy needs to be formal enough to allow you to move forward with
purpose and gain (or maintain) an advantage over your competitors, and flexible enough to
adapt to changes without destroying your progress. As such, when assessing your strategy
you need to answer questions such as:
What are your objectives?
What is your strategy to achieve them?
How are you staying competitive?
How can your strategy adapt to the current (and future) situation?
Record the answers to each question (and any others you can think of), then move on.
Look at your structure

Your structure should be fairly simple to note down since it’s more tangible than your
strategy, but it’s nonetheless important to double check with your team(s). Unless your
information is accurate for how your company is actually structured, you’re only neutering
the effectiveness of your changes.
Got it
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Ask yourself:
How is your company structured (departments, teams, etc)?
What is your hierarchy?
How are your departments organized and managed?
How are your teams organized and managed?
How do your individual team members organize themselves?
Who makes the decisions?
How are they carried out/passed down?
How does everyone communicate?
How often does communication occur?
Analyze your systems

Any of our returning readers will know the importance of having processes
(https://www.process.st/why-processes-are-important/) and managing them effectively,
and now is when the McKinsey model applies that same belief. Here you need to assess
your business systems (http://www.crowdfundinguncut.com/blog/create-systems-solid-
foundation-business/), including official processes, unofficial shortcuts, rules, and how
everything is tracked.
In other words, ask yourself:
Got it
What are the core systems in your business (HR, finance, document management,
team management/meetings, etc)?
How are these systems and/or processes stored and used?
How are they updated (and are they up to date)?
Are these systems accurate (are they being used word-for-word)?
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How do you track and assess the results of these processes?
Who has access to these systems?
Record shared values

We’re back into abstract territory now, as the next step is to analyze your shared values.
This will typically include both your official company values and your company’s (possibly
also your individual teams’) culture.
While culture might seem irrelevant to managing change, if used correctly it can be a
powerful tool indeed. Linking your values and culture to the changes you make will make
them more agreeable to your work force, who will, in turn, adapt them more readily.
Take a look at:
What are your core company values?
What is your company culture?
What are your teams’ cultures?
Are they at odds with the company culture?
Knowing this, how strong are your values?
How could you strengthen them in practice?
Got it
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(https://www.amazon.com/dp/0060548789/?tag=blueglasstech-20)
Take note of your style

This stage is all about assessing the management and leadership style used in your
business. While it might be tempting to present an idealized view of your own leadership,
resist that urge and be frank with how both you and the rest of the company are
managed/manage others.
The questions you need to be asking are:
How are your departments and teams managed?
How active is this management/leadership?
Is this style effective, and to what extent?
Do you inspire competition or collaboration?
List your staff

This section is exactly what you’d expect. Take a look at your staff list and assess whether
you have the required positions filled, what gaps you have, and so on.
Take a look at your staff list, their job descriptions (https://www.process.st/how-to-write-a-
Got it
job-description/), common tasks, and skill set in general to answer:
What positions do you have filled?
What skills do they bring to your company?
Are you lacking a particular skill set?
Do you need to hire someone?
If so, who will your next hire be?
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If you need help writing your job descriptions, try using the template below for free.
Job Description Template

Introduction
Run this checklist when you need to write a killer job description
1  Introduction 
2 Preparation:
3  Record details 
4  Gather job information 
5  Read these example job descriptions 
6 Writing The Job Description:

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Assess their skills

Finally, it’s time to look at the skills your staff currently have. This shouldn’t end at a basic
description – you’ll need to gather some feedback around how your company is perceived,
Got it
as this will give you an idea of what your customers think your skills are (which is arguably
just as important).
Take a look at:
Do your employees have the necessary skills to do their job to the desired quality?
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What skills are not present in your company?
How vital are these missing skills?
What are the strongest skills across your company/teams?
How are you assessing these skills?
What is your company perceived as doing well, and what skills does that reflect on?
Cross-examine the 7-S’ and find what changes you need to implement
Once you’ve analyzed all of the 7-S’ you should take the time to think about how each
affects the others. As with many of these change management models, it’s worth meeting
with at least the upper levels of your management to do this, as you’ll get a more accurate
idea of these things in practice.
You need to be looking at whether your 7-S’ support each other, and planning incremental
changes to make that happen if it isn’t already. For example, look at whether your structure
supports your strategy, how they are both helped by your systems, and how all three
reflect your shared values.
Once you have an idea of what needs to be brought in line, plan out incremental changes
you can make which won’t disrupt your regular operations too much or alienate your
employees. After they’ve been deployed (or even after every change you make), go
through the 7-S model again to reassess and find out what you need to do next.
Got it
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The good
The 7-S model shows the weaknesses in your company and highlights the areas that most
require attention when deploying changes. Beyond that, it helps to make sure that every
aspect of your company supports the others, giving you a formidable business plan which
is both incredibly strong and yet flexible to further change.
The bad
Unless you run a small operation with very few employees, the McKinsey model is
impossible to effectively carry out alone or in a short amount of time. You won’t have the
required knowledge to assess every element of your company, and so extra time and
resources must be dedicated to build the overview and assess viable changes.
The verdict
The McKinsey 7-S model is best suited for those who want to know how they can change
for the better. By creating an overview of how coherent and effective the various elements
of your company are, you can then go on to analyze your current situation and draft
changes to tackle the problem.
Got it
In other words, this model is great if you don’t know where to start, but if you are just
looking to assess the viability of a specific change, it might be best to use a model which
has a smaller scope.
Kotter’s theory
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Kotter’s theory (https://www.kotterinternational.com/8-steps-process-for-leading-
change/) is the first in this list to focus less on the change itself and more on the people
behind it (albeit from a top-down point of view). By inspiring a sense of urgency for change
and maintaining that momentum, Kotter’s theory can be used to great effect in adapting
your business to the current climate.
Kotter’s theory works by:
Creating a sense of urgency
Building a core coalition
Forming a strategic vision
Getting everyone on board
Removing barriers and reducing friction
Generating short-term wins
Sustaining acceleration
Setting the changes in stone
The method
Got it
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Create a sense of urgency
First you need to create a sense of urgency for your change – this will provide the initial
traction you’ll need to get your team on board and motivated to adapt.
The best part is that you don’t need to do all of the work for this urgency to spread – once
you have a core group who are open to discussing the changes, it’s likely that they will, in
turn, talk to others and convince them to feel the same.
Take stock of potential threats, what your competitors are doing, and opportunities you can
capitalize on, and then use them to start discussions with your team around the effects on
your company and what should be done about them.
Build a core coalition

Once you’ve got the ball rolling you need to get the key players on board. Gather your
organization leaders and stakeholders and convince them of the need to change.
This step is pretty straightforward, but you should make sure that you have a good span of
people from various experience levels, skill sets, and so on. Be sure to specifically ask them
for a commitment to these changes too, since you will need a strong core of promoters
who can reach every employee in your business.
We Form
a strategic you get the best experience on our site. Learn more
vision
Your aim in this step is to be able to define your changes and the vision you’re aiming for.
Got
Theit key here is to not overwhelm whoever’s listening to you with detail or complicated
ideas or language.
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Write down what values your changes work towards achieving, what the changes are, and
what the predicted outcome will be. Keep the summary to one or two sentences, and in
simple enough language that everyone in your core group step understands exactly what
you mean.
If your coalition can’t describe your change in a couple of sentences, you’ll have no hope of
convincing your front line employees why they’re important.
Get everyone on board

Now it’s time to spread your idea for change to the rest of your organization, including the
front-line employees.
Although part of this will be having regular meetings to discuss the vision and changes with
your teams, you also need to be promoting these elements outside of meetings too. Not
only that, but you can’t just shove information at your employees and expect them to
mindlessly convert – you need to be open to feedback and host discussions about the
topic.
Got it
Essentially, the goal here is to convince your entire organization that the changes are
necessary and why they should happen – you’re setting the stage for them to later deploy
the changes.
Remove barriers and reduce friction

If all has gone well then your employees should be eager to get started with your changes.
Before that, it’s vital to take a moment to assess what might block the changes’ progress.
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For example, an employee might not have the skill to use a new piece of technology or a
team might not have the manpower to spare for implementing a new task. Whatever the
issue, make sure that you’ve limited it as much as possible.
You can do this by analyzing your structure and processes to see if they are holding your
changes back, and by tackling problems (both human and technical) as soon as possible
after they show up.
Generate short-term wins

We’ve finally gotten around to deploying your changes, but now you must be extra vigilant
– the initial motivation to change won’t last forever. Instead, you need to make sure that
there are short-term wins associated with your changes that you can present and praise
employees for.
This both gives your team a sense of accomplishment and shows them the process
Got it
working in action, making them more likely to keep up with the changes.
Although it’s best to plan out these milestones in advance, you can always measure the
effects of the change as it happens, then present that data to your team to show them
exactly how their performance is being affected.
If you’re struggling to think of any milestones, you could always just reward those who are
sticking to your changes and helping you to meet your targets.
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Sustain acceleration
This stage is all about sustaining the momentum that you generated for your changes. If
you’re successful, the acceleration can carry you far enough that the changes become the
new habit before the team loses steam.
Take stock of any successes (or failures) your team has, looking at what happened and what
could be improved next time. Beyond that, be sure to set new goals whenever one of your
current ones is reached to let your team have something to work towards.
Set your changes in stone

Finally, you need to make sure that your changes have been set in stone, both in your
documentation and company culture. Aside from updating any formal processes you have
to reflect the new change, you also need to promote the success of your changes and help
them to endure going forwards.
Got it
For example, one great way to cement a change is to announce and recognize the original
coalition and their contributions to the final product. This highlights their interaction in the
change, your willingness to hear feedback, and the change as a whole as a good thing.
All that’s left to do now is to repeat the change process for the next round of alterations.
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The good
The first few stages of Kotter’s theory are fantastic – they force you to set the foundation
for success by creating a sense of urgency and convincing everyone why change is
necessary. This gives your team the drive they need to enact the change, with enough
people working on deploying it that it should quickly become standard practice.
The bad
While it focuses largely on widespread adoption of your changes, Kotter’s model is a top-
down approach at heart. Without a little extra effort on your part it doesn’t take any
feedback on board, and therefore runs the risk of alienating employees by just telling them
what to do.
This is likely because the majority of Kotter’s experience came from working with large top-
down companies, but still, it can be an issue for companies rely on a more collaborative
setup. For anything other than a large corporation, having some kind of back-and-forth is
vital for giving context on changes from varying points of view and skill sets, and for having
employees adapt to the change at all.
Got it
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Put it this way – if you’re small enough to know the name of almost everyone working for
you, you need to go one step beyond Kotter and listen to your team. That way they will be
more likely to adopt your changes, as they will at least have some say and direct
connection to the changes.
The verdict
Kotter’s theory is great as a checklist (https://www.process.st/help/docs/running-

checklists/), but lacks the necessary back-and-forth (and, to a degree, actionable
instructions) to be taken as a step-by-step process. Smaller companies depend much
more on cementing every employee as a champion of each change, meaning that you
need to pay more attention to their feedback.
So, as with Lewin’s and the McKinsey change management models, Kotter should be
supplemented with other approaches (or at least elements of them to make up for its
shortcomings.
Nudge theory
Got it
Nudge theory is odd, in that it really is just a theory – there’s no set change management
model to be had, but instead a mindset and tactic which can be used to frame your
changes in a more attractive and effective manner.
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1 of 22
The basic theory is that “nudging” change along is much more effective than trying to
enforce it in a traditional sense. So, instead of telling your employees what to do and how
to change, you pave the way for them to choose to do so by themselves. The trick is
knowing how to present these nudges.
Businessballs (http://www.businessballs.com/index.htm) highlights some of the core

aspects of nudges (http://www.businessballs.com/nudge-theory.htm#nudge-theory-
overview) as being indirect, subtle, open-ended, educational, backed up with evidence,
optional, and open to discussion. However, as for a set method, the theory is incredibly
vague, since it’s more of a tool to use within another, more structured change model.
We The basic principles

use cookies you
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the best follow when nudging
on our changes
site. Learn more are:
Got it Clearly define your changes
Consider changes from your employees’ point of view
Use evidence to show the best option
Present the change as a choice
Listen to feedback
Limit obstacles
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Keep momentum up with short-term wins
The method
Clearly define your changes

As with any other model, it’s vital for you to clearly define your changes. Your ultimate goal
with this method isn’t just to deploy your changes, but to do so with the full support of
your employees, and to do that they need to know exactly what they’re signing up for.
Consider changes from your employees’ point of view

Once you’ve clearly set out what changes you want to make, you need to consider them
from the point of view of your employees. Take what you know about their team’s culture
and structure, along with their responsibilities and skills in order to gauge their reaction.
We More importantly,
use cookies startgettothe
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site. Learn more could be achieved in a way
that’s desirable to your workforce. For example, if you want to create a set editing checklist
(http://www.problogger.net/ultimate-editing-checklist-content-marketers/)
Got it to follow for
your marketing team, you could say how such as process would be a great way to make
editing easier, quicker, and more consistent.
Use evidence to show the best option

Once you know how present the change to fit with the team’s priorities, you need to gather
evidence to prove how useful it is.
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I’m not saying that you should cherry pick evidence that supports your theory and ignore
anything contrary. Instead, you need to gather information about their current
performance and structure, and then compare that with the predicted effects of the
change.
When you come to present the change to the team this will both show them why it’s
necessary in the first place, and why that particular suggestion is the best course of action.
Present the change as a choice

In keeping with the passive spirit of nudge theory, despite all of the evidence you’ve
gathered you can’t just force the change on your team and justify it with your findings. This
will breed resentment to both the change and you, since no-one else had a say in the
matter.
(https://www.amazon.com/dp/014311526X/?tag=blueglasstech-20)
Got it
Instead, the change should be presented in a way that the team will understand and
respond well to, with evidence to back it up, and above all else as a choice. If you haven’t
missed anything and have argued your case well enough your team should back you on
this, and the change will be deployed all the better for it.
If not, make the most of the rejection, and either way…
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Listen to feedback
Whether your changes were rejected or not, you need to be open to whatever feedback
your team may have. It’s entirely possible that you missed an effect the change may have
or an outside factor which will help or hinder progress, and nobody will know more about
these hidden factors than the team the change will affect.
Not to mention that by letting your team give feedback you’re showing them that they are
valued as people, and their opinion matters. This, in turn, will make them more willing to
give your changes a shot.
If you don’t have a set method for gathering feedback, try adapting the feedback template
(https://www.process.st/checklist/customer-feedback/) below for your employees.
Got it
Customer Feedback
Introduction
Run this checklist when looking to gain an insight into your customer's
thought process
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1  Introduction 
2 Data Extraction:
3  Record customer's details 
4  Look through your CRM 
5  Read social media posts 
6  Check support software

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7  Read forum posts 
Customer feedback is a method of obtaining a customer's opinion about a business, product or

8
service. Customer Check reviews
 comments 
and complaints given to a company are an important resource for
improving and addressing the needs and wants of the customer/user.
9  Ensure the data is accurate 
Customer feedback is important because it provides business owners with an insight they can
Limit obstacles
Both before and during your changes’ deployment you should be limiting or removing any
obstacles you can. If your team uses your new process and immediately hits a roadblock,
their enthusiasm for the whole thing is going to plummet.
Instead, make the transition to the new way of doing things as easy as possible by
assessing what might get in the way of the change and tackling that issue as soon as
possible. Again, talking to your team to help identify these obstacles is a great way to
identify ones you would have otherwise missed.
Keep momentum up with short-term wins

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it is maintained. To do this it’s worth planning out some short-term goals and milestones
Got it
which you can celebrate upon reaching – at the very least this should keep the new
practice going until it becomes the normal routine.
The good
Helping the employee realize the importance of the issue and letting them choose the
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solution makes them more motivated to see it through. Giving them that choice also
promotes a stronger bond with yourself and your business, which can extend into greater
loyalty and a lower employee turnover rate.
Nudge theory also covers the hole many other change management models leave open –
it deals with change on the employee’s side of things and focuses on encouraging them to
adopt it. This makes nudge at least a great supplement to more formal approaches.
The bad
By itself, nudge doesn’t provide a model capable of analyzing, managing, deploying, and
maintaining change, hence why it serves best as a supplement. Also, because of having to
be used alongside another method, the extra time and effort involved in providing
attractive choices for your employees can be staggering and impractical for larger
companies.
Nudge also suffers a little in terms of its predictability. While you can improve the
landscape for your changes all you want, the choice (or a variation thereof) ultimately has
to lie with your employees, which can make the outcome uncertain.
Got it
The verdict
Nudge theory is an odd concept, but with careful planning you can turn the people] your
changes most depend on (your employees) into its biggest champions.
However, the lack of specific, actionable instructions, combined with the time and
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resources nudge requires on a large scale means that it’s best to combine with another
model which follows a set structure. That way you can have a specific action plan while
getting a large amount of support from your team.
The ADKAR model
Created by Jeffery Hiatt (founder of Prosci (https://twitter.com/prosci)), the ADKAR

(https://www.prosci.com/adkar/adkar-model) change management model is a bottom-up
method which focuses on the individuals behind the change. It’s less of a sequential
method and more of a set of goals to reach, with each goal making up a letter of the
acronym.
By focusing on achieving the following five goals, the ADKAR model can be used to
effectively plan out change on both an individual and organizational level:
Awareness (of the need to change)
Desire (to participate and support the change)
Knowledge (on how to change)
Ability (to implement required skills and behaviors)
Reinforcement (to sustain the change)
The method
Got it
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Awareness
The awareness stage is all about making sure that your employees understand the need for
change. This is done much as you’d expect – by meeting with your employees and/or
managers, presenting the current state of affairs, and how your proposed changes could
benefit the situation.
The main difficulty here is remembering that you’re pitching this change to other people,
and so you can’t just reel off a list of changes and expect them to be accepted. Instead, you
need to justify those changes by using hard evidence to really drive the point home.
Similarly, forcing yourself to justify your changes will prevent you from over-reaching with
drastic shifts or promoting those that you think are correct (but quite frankly aren’t).
Desire
Inspiring the desire to change is usually the most difficult part of ADKAR, since you’re
appealing to both the logical and emotional side of your employees. If you can’t get both
on your side, you aren’t going to get the total commitment you’ll need to deploy the
change.
As with most other management models in this post, one of the best ways to grow this
desire is to promote the benefits of the change relevant to the people you’re talking to.
Got it
Give real-world examples of what will happen after the change and compare it to their
current position. Listen to their feedback and implement any useful advice to share the
responsibility if creating the change.
Knowledge
The knowledge goal in ADKAR is to make sure that everyone knows how the change will be
carried out and how to fulfill their specific part in that process.
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So, here you need to break down the change into steps and analyze what various
employees will need to know in order to complete them all. Once you know this, the
team(s) need to be taught how the change will be completed and what their part in the
process is.
Ability
While it might seem like knowledge and ability are the same thing, the time it takes to go
from knowing how to complete a task to being able to actually carry it out can be
immense. Just because you know how to do something doesn’t mean you’re good at it.
As such, you need to check the ability of each employee and assess whether they need
extra experience (or knowledge) in order to reliably complete their tasks.
The required knowledge and ability to achieve your change can also be limited by creating
a documented process which anyone can follow, no matter their skill set or experience.
Got it
This will make your changes more consistent and measurable, since most variables can be
locked in a constant state.
Reinforcement
Reinforcement here means implementing incentives and rewards to make sure that the
change is maintained until it becomes the new norm. Remember that it’s a good idea to
identify any mistakes in this stage as early as possible, as then you’ll prevent a flawed
method becoming your employees’ default.
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The good
ADKAR is a bottom-up approach which focuses greatly on employees, in turn speeding up

the rate at which changes can be reliably deployed. By giving you set goals to meet without
a specific method, ADKAR provides a flexible framework which you can go on to apply to
almost any situation.
This flexibility also makes ADKAR great for deploying incremental changes, since small
frequent changes are less disruptive, and can be planned out to achieve a larger shift over
several ADKAR cycles.
The added focus on the people and their needs rather than just the technical aspects also
results in a higher success rate for changes you make.
Got it
The bad
While it’s suited to incremental change, ADKAR is left lacking what it comes to large-scale
alterations. This is largely down to the style of ADKAR being bottom-up, since any macro
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management is either ignored or taken for granted.
In other words, ADKAR requires you to know what you’re going to change and have the
drive to push for it.
The verdict
ADKAR is a great model for cutting through any complicated setups and getting straight to
the point with how to improve your employees’ reaction to change. As long as you already
know what you want to change and why it’s important to do so, you can deploy it using this
model with a fair amount of confidence.
Remember, however, that this is severely lacking in terms of a high-level plan. If you don’t
already have a set change in mind then it’s best to analyze your company with something
like the McKinsey model first.
Bridges’ transition model
Created in 1991 by William Bridges, this model

(https://www.mindtools.com/pages/article/bridges-transition-model.htm) focuses on
transition rather than change. While that might seem like a needless difference, this small
factor alters the entire way that change management is approached.
Put simply, change happens to people and can be considered intrusive. It’s usually pushed
despite what the recipient wants and they’re forced to adapt despite their feelings on the
issue.
Got it
Meanwhile, a transition is more of a journey over time than an abrupt alien shift. This
makes Bridges’ transition model one of guiding your employees through the reaction and
emotions they will encounter when dealing with your changes.
It does this by detailing three stages of transition, each of which the employee must be
guided through for the change to be successful:
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Ending, losing, and letting go
The neutral zone
The new beginning
The method
Ending, losing, and letting go

Ending, losing, and letting go is exactly what you’d expect. It’s all about guiding people
through the emotions associated with the change and communicating how their skills and
knowledge will transfer to the new activities.
Here you need to focus on listening and communicating, as employees may feel fear,
anger, denial, uncertainty, and a host of other negative emotions which serve as a
We roadblock in ensure
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Got it
Combat fear by helping them to understand the change and the positive outcome that it
will eventually bring. Make sure that anyone who needs to can reach out to a support
channel (through a knowledge base, mentor, etc). Listen to what your employees have to
say on the subject and take on board whatever feedback they may have.
The neutral zone

The neutral zone is the bridge between the old and the new. It is likely to be the time when
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productivity is at its lowest and your employees most tempted to give up and revert.
This is perfectly normal.
When the changes are first deployed people will resist it, potentially have a higher
workload, and may be less productive while they adapt. The best way to combat this is to
regularly provide your team with feedback to give some wider context on how they’re
doing, and to help them solve any problems they encounter.
As with many other change management methods, it’s also worth clarifying some short-
term wins which you can capitalize on during this phase, since this should help to buoy up
your team’s general attitude.
Got it
The new beginning

The new beginning is when the changes have been accepted and energy is high. Here the
main aim is to reinforce the changes, keep objectives clear, and to keep up the pace while
you can.
Again, rewarding your team members (especially those who championed the changes) is a
great way to reinforce that your goals were both handled well and were the right thing to
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do in the first place. Meanwhile, setting new objectives and using the momentum from
your changes to power through will help to make sure that there isn’t time to get
complacent and lapse back into old habits.
The good
The Bridges’ transition model closes the gap between management and rank-and-file
employees. It takes a very personal approach to helping everyone adapt to changes by
considering their emotions and reactions, which is rare (at least to this degree) in most
management models.
The consideration for your team as people will also inherently encourage loyalty and better
performance, making them feel a stronger bond with their work.
The bad
As with several other models here, Bridges’ contains no real actionable steps, and no set
timeline or conditions for moving from one stage to another. It’s once again more of a
transition checklist or guideline to help manage your employees than a step-by-step guide
on implementing change.
Got it
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The verdict
As the name suggests, Bridges’ transition model is fantastic for guiding your team through
a period of slow improvement (transition). Unfortunately, this leaves it lacking the heavy
management aspect that a large-scale change (or company) requires
In other words, this model is fantastic to apply to your core employees (be they managers
or your entire team if you’re a small company) in order to ensure your changes’ success
with the core players in promoting it. Beyond that, Bridges’ model can be useful for
predicting the general effect of changes in your workforce’s mood (and therefore
productivity).
Kübler-Ross’ change curve
Elisabeth Kübler-Ross was a psychiatrist who detailed the five stages of grief in her
book On Death & Dying (https://www.amazon.com/dp/1476775540/?tag=blueglasstech-
20). It may seem odd to mention that in this list, but the Kübler-Ross model
(https://www.cleverism.com/understanding-kubler-ross-change-curve/) based on those
five stages fulfills a specific niche in change management – allowing you to focus on and
deal with the emotional response of those affected by the change.
Got it
Your employees are (ultimately) entirely responsible for carrying out your changes after all.
Sure, you can give them systems to follow and training to fill in the gaps, but all the help in
the world won’t save your change if the employee is opposed to it emotionally.
No matter how hard we try to remain consistent, emotions play a massive role in our
productivity, and by knowing the following the five stages of grief you can anticipate your
employees’ reactions and plan your response (and schedule) well ahead of time. The
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stages are:
Denial
Anger
Bargaining
Depression
Acceptance
It’s quickly worth noting that people can move through the stages in a random order, and
they can jump backward or repeat stages too. As such, it’s important to know how to deal
with each step and encourage progression to the next smoothly.
The method
Got it
Guide them through denial

Denial is usually short-lived and involves team members dismissing that the change needs
to happen, why it will happen, what will happen if it occurs, and even that it will happen at
all. Employees, therefore, need to be allowed to take things gradually and not be swamped
with too much information or too severe a change – if you change too much at once then
they will naturally rebel against the thought.
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If your employee is going through denial about your changes, you need to focus on open
communication and taking the transition slowly in order to bring them around.
Prepare in advance for anger

Denial can often pave the way for fear to settle in, which in turn can lead to anger. This
could be anger at the changes, anger at your decision to make the change, anger at their
colleagues for accepting it, and so on.
Anger can also manifest either as general curtness towards the rest of the team or full-on
outbursts at the slightest provocation.
While awkward and destructive, their anger is understandable. Change takes people out of
their comfort zone, and doing so puts them on the defensive (often making us lash out in
the process).
The key here is to realize that this is natural and to plan in advance for it. If you know that a
particular employee is more likely to get angry (either by having the brunt of the changes
or because of their nature), take extra care to provide communication and support so as to
limit their anger.
If they blow up, continue to provide support to stop things getting out of hand.
Got it
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Be firm, but listen to bargaining
Bargaining may show in the form of the employee trying to alter the change so that most
things remain the same. This could be through feedback and conversations with you
directly or even by convincing themselves that parts of the change are unnecessary and
trying to spread that belief to their team.
This can lead to team members failing to carry out your changes in their entirety, which is
almost worse than if they weren’t carried out at all.
Although they can give useful feedback you should listen to, be aware of when employees
are trying to bargain for the sake of reducing the changes, and remain firm on the parts
that matter. If you have up-to-date processes for your changes then make sure they are
being followed fully, since any shortcuts taken now can lead to long-term inaccuracy.
Try to ease them through any depression

Change can be difficult, and it’s unrealistic to expect an employee’s mood not to affect
their output. Upon reaching the depression stage, productivity will take a dive while the
changes are prepared for and adjusted to. The best you can do is to limit the friction in
their activities and try to make the new process rewarding or interesting in some way.
Admittedly, it’s rare that a change in your business will result in your teams coming down
with full-blown depression. Even so, a minor mood dip can harshly affect their
productivity, so don’t underestimate the importance of keeping spirits up.
Got it
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Celebrate acceptance
Once changes are accepted then people can start building new goals around it. If they fully
subscribe to (and understand) the change itself they might even experience a boost in
productivity when it comes to this stage, since they might be able to build ambitious new
goals with the new changes in action.
The best way to promote this productivity burst is to celebrate once the changes have
been successfully upheld for a while, whether that means messaging your core promoters
or rewarding particularly helpful team members.
The good
The Kübler-Ross model excels at anticipating and managing the emotional reaction of your
employees, and thus their productivity. The emotional take on the change process can also
let you see in advance where the biggest problems will arise and who will put up the most
resistance.
In turn, knowing how employees react to similar situations will let you limit the damage
they do if they take their frustration out on their team or a part of your business.
The bad
The unpredictable nature of emotions means that not everyone will fit this model, and
your team may jump between completely different steps at any given time, making it hard
to manage your approach for each individual. Some employees may not even fit the
model at all and react completely differently to your changes – such is the human mind.
Got it
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The biggest drawback, however, is that Kübler-Ross doesn’t provide a method for guiding
employees through each stage, meaning the steps you take are down to your own
knowledge and experience.
However, even if you tried to create a universal actionable checklist for this model, the best
approach for each employee will vary drastically, making your attempts next to impossible
to succeed.
The verdict
In short, Kübler-Ross’ change management model is great for using in small meetings
when you’re trying to connect with employees on an individual level and manage their
complaints to any changes. However, much of this is vague and deals with concepts
that highly depend on the employee themselves, so a little flexibility in your methods is a
must.
Plus, there’s nothing here about how to figure out what you need to change or how to go
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As such, moreframework needs to be paired
a solid
with this model to effectively manage your changes.
Got it
The Satir change management model
The Satir change model (https://stevenmsmith.com/ar-satir-change-model/) is fairly

similar to Kübler-Ross’, except it applies the progression through the five stages of grief to a
general model of performance during the change. In this sense, it’s a way of predicting and
tracking the effect of changes on overall performance.
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Satir’s change management model is made up of five stages:
Late Status Quo
Resistance
Chaos
Integration
New Status Quo
Also, before diving into the final change management model, note that the Satir model
focuses on tracking rather than affecting performance. Without using a supporting model
to tackle these negative effects you’re left with little more than a way to measure the affect
of your change.
This isn’t always a bad thing, but keep it in mind when looking for a method to actively
support your changes.
The method
Got it
Get Latest Updates

Late status quo
Late status quo is where things currently are and how they are done – it’s your starting
point before you introduce any changes.
Performance should be reasonably consistent, and your team should be pretty

comfortable where they are. They know what to expect, and have plenty of experience
doing the exact same thing before, so significant challenges should be minimal.
At this stage there may not be a set change in mind, and so it’s important to encourage
team members to seek out information and ways to improve by themselves.
Resistance
Resistance is encountered when a new element (or change) is introduced. This could be
encountered at any level (from CEOs to front-line employees) and is usually accompanied
by denial or dismissal.
You can usually identify the start of resistance by a team or employee’s output beginning
to take a nosedive. To limit this where possible, you need to help everyone to overcome
that resistance by reaffirming the need to change and getting them to commit to it.
Unfortunately, other than the fact that it will happen after a change is introduced, very
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measure the effect this has on
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Got it
team’s output as much as possible.
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Chaos
Chaos is where the emotional impact of your changes needs addressing, as whether you
made large or small changes there will be a negative reaction which affects your team’s
productivity. Listen to feedback, answer questions, and consider implementing a mentor
(or general support) system.
Above all else, measure performance during this period to continue the change curve, and
know that this stage will probably be the lowest point you reach. As long as your
supporting change management model is working, it’s all up from here.
Integration
Integration is a very mixed bag. This is both where productivity begins to sharply improve
and enthusiasm takes hold, but all involved will still need support with any problems they
encounter to make sure that they don’t lose any steam prematurely.
As with other stages, make sure that you track everyone’s performance and continue to
plot your curve.
New status quo

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(hopefully) result in a higher level of performance than during the late status quo.
Got it
This is where you can really analyze the effect of your change and whether the process was
worthwhile. By checking the overall effect of the change on your performance you can
provide solid proof that the operation succeeded or failed, and begin to pick apart why that
result happened.
In turn, what you learn from the success or failure can be used to influence further changes
and predict what will be more effective in boosting performance.
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The good
Like Kübler-Ross, the Satir change model can be good for anticipating the impact of a
change before it happens, and even for justifying the change to employees as they go
through the chaos phase. If they can be shown that the turmoil is only natural, they’ll be
more willing to stick out the changes.
Unlike most other change management models, the Satir model also provides an easy way
to analyze the impact of your changes at a glance (by producing a graph based on your
ongoing performance). Not only that, but it makes it easy to compare the effects of various
changes you have made and provide a measure of your business’ progression.
The bad
If you’re trying to predict a change’s outcome with the Satir model it’s easy to take for
granted (https://blog.odd-e.com/basvodde/2011/05/satirweinberg-change-curve-or-that-
model-is-wrong.html) that a change will increase performance rather than measuring and
checking it. There’s also very little to tell you exactly how to identify when the last three
stages begin and end, and few actionable tips for guiding employees through the process.
Finally, the Satir model is only suited for measuring and predicting the affect of a change,
and not for analyzing what changes need to be made (or how to make them).
The verdict
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management Learn more
methods mentioned above, Satir’s model
is only truly effective when supported by an actionable, measurable framework. It’s
Got it
fantastic for measuring your employees’ individual reactions to a change and to reassure
them during the chaos phase, but it’s all too easy to become complacent and fail to
measure and adapt to the hard stats of what the changes are doing.
Conclusion
Although the number of change management models on offer (and the time and effort it
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takes to deploy even a single one) might be overwhelming at first, having a set framework
to deploy your changes will let you reliably deploy improvements and let your business
evolve. Not to mention that failing to account for your employees’ reaction is a dire
mistake, since you never know when the very people powering your business will take
issue with your decisions.
Instead, take advantage of one or more of the change management models above and
give your path to success the best possible chance of becoming your team’s natural habit.
How do you deploy changes within your own organization? I’d love to hear from you in the
comments below.
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Ben Mulholland
(https://www.process.st/author/ben-
mulholland/)
Ben Mulholland is a Content Marketer at Process Street
(https://www.process.st/), and winds down with a casual article or
two on Mulholland Writing (http://benjmulholland.com/). Find him
(https://www.process.st/author/ben-
mulholland/)
on Twitter here (https://twitter.com/ben__mulholland).
9 Comments
Eric Ellis
July 24, 2017 at 12:02 pm (https://www.process.st/change-management-
models/#comment-321022)
Reply
(https:/ Ben,
/www.
proces Thanks for the call out about Dr. Kotter’s model. Although interesting observations
s.st/cha
our method is quite different from how you characterize it. I am happy to chat
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21022
#respo
Monique Greer (https://monique-blog.ro/)
nd)
July 25, 2017 at 9:00 am (https://www.process.st/change-management-
Reply
(https:/ The Kotter’s theory is the only one that I learned about! Thank you for comparing
/www.
proces the others. Great reviews!
s.st/cha
nge- Paul
manag
Got it
ement
Reply July 25, 2017 at 12:40 pm (https://www.process.st/change-management-
(https:/
- models/#comment-321092)
model
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s/? Nice compilation! Some of these are new to me. Just finished reading “Switch” by
s.st/cha
replyto Chip and Dan Heath (also authored “Made to Stick”) which would provide a nice
com=3
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- Mustafa Basheir Mustafa
Get Latest Updates

model February 27, 2018 at 3:10 am (https://www.process.st/change-management-
s/? models/#comment-338221)
Reply
replyto
(https:/ Interested
com=3
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21092
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#respo
s.st/cha Martin Bless
nd) April 24, 2018 at 10:38 am (https://www.process.st/change-management-
nge-
manag models/#comment-349179)
Reply
ement
(https:/ Ben,
-
/www.
model
proces This is an interesting review. I believe however that all these models are missing
s/?
s.st/cha the most important point. In a VUCA world where employees work continuously
replyto
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out of their comfort zone, psychological flexibility is the crucial element that
manag
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#respo
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Agilience Sàrl
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#respo
nd) Jan Drasnar
May 14, 2018 at 5:07 pm (https://www.process.st/change-management-
Reply
(https:/ Hi, great article, thanks for sharing.
/www.
proces
s.st/cha Richard Carson (http://www.psocm.org)
nge- May 14, 2018 at 8:09 pm (https://www.process.st/change-management-
manag models/#comment-363700)
Reply
ement
(https:/ I have consolidated these models into the trademarked PSOCM or Public/Private-
-
/www.
model
proces Sector Organizational Change Management 10-Step Model at
s/?
s.st/cha http://www.psocm.org (http://www.psocm.org).
replyto
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63680 Rhealyn (http://rhealyn.com/)
ement
use cookiesMay
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to ensure at the
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-
nd)
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model
(https:/
Got its/?
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replyto
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proces Thanks so much for sharing. You did superbly in compiling this and putting it
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together for an easy read Thank you.
manag
nd)
ement Moatasem Elgeddawy
- July 15, 2018 at 6:50 am (https://www.process.st/change-management-
model models/#comment-399044)
Reply
s/?
(https:/ very interesting review and article thank you
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Get Latest Updates

com=3
proces
69916
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#respo
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8 Critical Change Management Models To Evolve and Survive - Process Street

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12/16/2018 8 Critical Change Management Models to Evolve and Survive | Process Street

8 Critical Change Management Models to

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Got it The McKinsey 7-S model

Bridges’ transition model

Kübler-Ross’ change curve

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Lewin’s change management model

Lewin’s model (https://www.mindtools.com/pages/article/newPPM_94.htm) is one of the

Lewin describes three stages of change management:

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Make your changes

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Refreeze the new status quo

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If you’re carrying out any business process reengineering (https://www.process.st/business-

2  Assign the task of reengineering to team members 

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Made with ♥ in Process Street ® (https://www.process.st)

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The McKinsey 7-S model

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What are your objectives?

What is your strategy to achieve them?

How are you staying competitive?

Look at your structure

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How is your company structured (departments, teams, etc)?

What is your hierarchy?

How are your departments organized and managed?

How are your teams organized and managed?

How do your individual team members organize themselves?

Who makes the decisions?

How are they carried out/passed down?

How does everyone communicate?

How often does communication occur?

Analyze your systems

How are these systems and/or processes stored and used?

How are they updated (and are they up to date)?

Are these systems accurate (are they being used word-for-word)?

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Who has access to these systems?

Record shared values

Take a look at:

What are your core company values?

What is your company culture?

What are your teams’ cultures?

Are they at odds with the company culture?

Knowing this, how strong are your values?

How could you strengthen them in practice?

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Take note of your style

The questions you need to be asking are:

How are your departments and teams managed?

How active is this management/leadership?

Is this style effective, and to what extent?

Do you inspire competition or collaboration?

List your staff

What positions do you have filled?

What skills do they bring to your company?

Are you lacking a particular skill set?