Change Management Theory And Practice – Although definitions vary, change management generally refers to how teams and companies implement organizational change. Often referred to as the only constant, change – and its management – is an ever-evolving process that affects everyone. And while there is no right or wrong way to mitigate change, there are a few proven change management models that organizations return to time and time again.
Lewin’s change management model, developed in the 1940s, remains relevant because of its simple but effective structure. According to the name of Kurt Lewin’s change model, organizational change management can be divided into three smaller and more manageable phases:
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A trained physicist, Lewin used the example of turning an ice cube into a snow cone and applied it to organizational change management.
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First, the team or organization must “switch on” its current process and perception in preparation for the upcoming changes. This step helps the team approach the task or challenge with a clean slate, free of preconceived notions or bad habits.
Next, it’s time to implement the changes. Effective change requires clear and continuous communication in all affected channels during and after deployment.
Finally, it’s time to “freeze again”. Assuming accurate feedback and continuous communication occurred during the “change” step, the refreeze step locks in the new process. Like ice molds, teams and organizations must break out of the old mold before they can fit into the new one.
Lewin’s model of change, while too simplistic for some, is favored by others for its ability to reveal old patterns or overlooked problems, as well as its clean approach to new ways of thinking.
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The ADKAR model is popular for its people-focused approach to change management. The ADKAR change model, created by Jeffrey Hiatt, helps facilitate change on an individual level because often change is not about the changes themselves, but rather about people’s reactions to them. ADKAR means:
Since the successful implementation of organizational change depends directly on its employees, it is important that individuals clearly understand what changes are happening, why they are happening and how they affect them personally. The ADKAR model helps individuals process change through clearly defined stages that allow them to understand and accept the changes in the present.
Developed by John Kotter after surveying more than 100 organizations in flux, Kotter’s eight-stage change model also focuses more on the people who experience major organizational changes than on the changes themselves. The eight steps are:
Kotter’s change management process skillfully transforms possibly resistant individuals into receptive participants through trust, transparency and teamwork. By identifying the end goal, involving everyone, and making the following changes happen together, this process remains a long-time favorite among change management models.
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The Kubler-Ross Change Curve, best known as the five stages of grief, can also be considered a reliable change management strategy because of its breakdown of how people generally process change. Organizations can better prepare for change when they also anticipate the possible reactions of their employees. The five stages are:
If teams and companies lose sight of who their changes most affect, then their attempts to make those changes will be futile. Changing an organization is not like changing a tire; emotional factors must be considered.
One caveat to consider with this change management strategy is that these phases are not always consecutive and that everyone can progress through them differently, so its effectiveness is not always predictable. As such, it can also be used to supplement other change management models for a dual approach.
The McKinsey 7s model was developed at the McKinsey consulting firm by Thomas J. Peters and Robert H. Waterman during the 70s to evaluate how different parts of an organization work together. According to the 7s model, there are seven basic elements of any organization:
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These elements are interconnected, and if one element changes, the change ripples and affects the other elements. Companies tend to use Model 7 when they are implementing organizational changes and need to align different departments and processes.
For example, if a company is growing rapidly from 15 employees to 50 employees, the personnel, shared values, and structure of the organization are likely to change and affect other elements. With the 7s model, it is possible to understand the changes and realign the elements during growth to keep everything running smoothly.
The PDCA model, also known as the Deming wheel or control cycle, was developed by William Deming in the 1950s. The PDCA model is a cyclical and iterative process for continuous change and improvement.
It helps organizations make improvements through a simple process: design a plan, test the plan, implement the plan, evaluate the success of the plan, and make the necessary changes. Rinse and repeat.
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As a powerful and versatile cycle, PDCA is best used in conducting controlled trials, identifying inefficiencies, and developing new processes across businesses and industries.
According to the Bridges Transition Model, the key to managing change is not the results of the change, but the way employees let go of the old and embrace the new. The Bridges Transition Model is best used during major changes to help employees through the process. There are three stages that occur when people transition to change:
Change management models help organizations prepare for upcoming changes. Whether you’re working on major company-wide changes or updating your department’s processes, the right tools make it possible to plan even the broadest organizational changes.
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