Change management models
How do they help in the current climate?
Change management models featured in this site:
Kurt Lewin - freeze phases
Force Field analysis -[Kurt Lewin]
Kubler -Ross - change roller coaster
- the Prosci change model
Kotter - 8 guiding principles for change management
Beckhard - the change equation
Bridges - navigating the transitions of change
Longaker - the 4 major phases of change
Conner - the do's and dont's of ongoing turbulence
An introduction to change management theories
Here is a brief introduction to the main change management theories mentioned above.
In most organisations the evolution of project management, programme management and change management skills typically lags far behind the development of other capabilities within the company. So the state of maturity to a large degree reflects the prevailing dominant corporate culture.
Where you and your organisation sit on these maturity models is one of the key factors in leading change that will determine your chances of success.
Project management maturity model
Cultural maturity model
Change management maturity model
Business process maturity model
The people aspects of change is the overwhelming issue
Change management models have clearly evolved from the days of Kurt Lewin's freeze phases model which was very much a product and reflection of the industrial age - with the emphasis on command control imposed from the top down.
Similarly, even Michael Hammer - the arch proponent of the process led approach to change and business improvement - revised his opinion.
"I don't regret saying anything; it's more what I left out.
In particular, the human side is much harder than the technology side and harder than the process side.
It's the overwhelming issue."
[Michael Hammer "Re-engineering the Corporation"]
So even Hammer recognised that the people aspects of change are "the overwhelming" issue!
Since Kubler Ross, the concept of an emotional journey through a recognisable path of reactions and responses has been recognised and factored in to many modern change management models.
Psychological impacts of change and managing the transitions
William Bridges has taken this a stage further with his model that focuses on transitions and the psychological impacts of organisational change and that speaks of developing a culture that embraces change.
Clearly people react at different paces and levels to change and whatever change model is adopted, this needs to be given serious attention.
Many of the more recent change management models place great emphasis on the need for determining the need for change, articulating the desired future and the use of some form of transitional model.
In my opinion it is William Bridges - who recognises that it is people who have to carry out change and with his clear emphasis and understanding of what change does to employees [and what they do to the organisation] - who really was the first "management guru" to provide any real sense of the emotional impact of change and what can be done to keep it from disrupting the entire organization.
So in my view,
any change management models theories or concepts that directly address the people issues, has particular resonance and practical relevance in the current climate and adds values to our understanding of strategies for managing change.
The programme management based approach to change
programme management based model
that I have detailed in this site addresses all of these critical areas by focusing on a
holistic approach that takes full acount of the people issues
The programme processes of
establishing a blueprint
of the changed organisation, with clearly defined
benefits of change
and thorough attention to the
stakeholder mapping and analysis
will facilitate the creation of detailed
that addresses key stakeholder concerns.
Learn HOW TO APPLY this in 8 FREE Introductory Lessons - HERE
How to use change management models
"One key reason why implementation fails is that practicing executives, managers and supervisors do not have practical, yet theoretically sound, models to guide their actions during implementation.
Without adequate [change management] models, they try to implement strategies without a good understanding of the multiple factors that must be addressed, often simultaneously, to make implementation work."[Fevzi Okumus]
Relationship and positioning of major change models
Change is a messy business fraught with complexity, multiple factors and many things that can, and usually do, go wrong. There are 3 broad areas that need to be included in any successful change initiative, namely:
Composite change model
- Leadership that directly addresses the transitions and emotional dimension of those impacted by the change, and provides inspirational motivation
- A change model and methodology that covers the multiple factors that must be addressed
- Action management that shows and assists people with the specifics of exactly what is required of them
All of this is addressed and fully explained in the "Practitioners Masterclass" which takes a holistic view of the key areas and shows you how to put all this into practise.
In the "Practitioners Masterclass" we review the established change management models and comment on strengths and weaknesses and the relationship of the model to the holistic view.
We challenge assumptions and explore the 3 major criticisms of most change management models.
We outline and explain a change model, and change methodology that:
- Bridges the gap between the high level "big-picture" strategic vision and a successful implementation at the front-line
- Addresses the necessary but ignored areas within the existing change management models
- Is broader in scope than the typical "project led", "task oriented" approach
- Addresses the human factors and deals directly with the commonest causes of failure
And all of this is examined, co-related and integrated with the other key areas leading your people through change, putting it all together and managing the whole messy business.
Change management methodologies
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