Change Management Theories

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What value do they add? Can they help you avoid the 70% failure rate?

There are many change management theories, here are 4 theoretical models that are representative of the main body of work in this field.

“The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday's logic.”

(1) Lewin's Freeze Phases

In the early 20th century, the psychologist Kurt Lewin developed this model which still forms the underlying basis of many change management theories and model today.

His model suggests that change involves a move from one static state via a state of activity to another static status quo -and all this via a three-stage process of managing change: unfreezing, changing and re-freezing.

See here for more information on Kurt Lewin's change model

And - Kurt Lewin's "Force Field Analysis"

(2) The Kübler-Ross grief cycle

Originally used to describe the cycle of emotional changes experienced by the terminally ill, Elizabeth Kübler-Ross's model though evolved within a clinical environment, was found to have a far wider application to people experiencing any bad news.

In essence, this model maps the emotional responses that your staff are likely to experience if or when you announce a major step-change and especially if [as in the current climate] this is likely to contain bad news.

This is model is very similar to "The change roller coaster".

The importance and significance of these 2 change management theories is that they highlight very clearly the emotional terrain that your staff are likely to be experiencing, and the necessity for clear yet compassionate leadership - and especially through the initial phases of the change.

Fuller details can be found here: Kubler-Ross

(3) The Prosci ADKAR model

This model is simple and practical and is suited to incremental change i.e. change within business as usual - in summary:

Awareness of the need for change.
Desire to make the change happen.
Knowledge about how to change.
Ability to implement new skills and behaviors.
Reinforcement to retain the change once it has been made.

For full details and an evaluation: ADKAR Model

(4) Kotter's eight-step strategy for change management

John Kotter has set out an eight-step strategy for change management:

Establish a sense of urgency
Create the guiding coalition
Develop a vision and strategy
Communicate the change vision
Empower employees for broad-based action
Generate short-term wins
Consolidate gains and produce more change
Anchor new approaches in the culture

For full details: John Kotter's 8 Guiding Principles of Change

Further change management theories and models:

Beckhard - The change equation

Bridges - Navigating the transitions of change

Longaker - The 4 major stages of change - an existential perspective

Conner - Managing at the speed of change - the do's amd dont's of ongoing turbulence.

Putting it all together and managing the whole messy business

Looking at the bigger picture, with regard to the whole subject of change management theories, the Practitioners' Masterclass emphasises the need for a change model, and change methodology, that bridges the gap that exists [with most popular change models] between the high level “big-picture” strategic vision and a successful implementation at the front-line.

To fill this strategy–project gap I have adapted some of the core concepts and processes of programme management that directly address these missing areas, added a preliminary cultural analysis combined with a pre-programme review and planning process utilising my EEMAP process©, to create a simple, programme-based model.

This is broader in scope than a typical “project led”, "task oriented" approach, as it addresses the human factors and deals directly with the commonest causes of failure.

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:

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

These are addressed 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 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 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 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.

To equip yourself, stay one step ahead with the tools and processes that will enable you to manage the messy stuff - check out the Practitioners' Masterclass [or click on the image to the right].

Further resources

Each of these change management models theories and concepts helps define change management and adds something of value to our understanding of the overall process.

However, at root, change is about process and people.

But even process is just about people doing stuff... so it's ultimately all about people - and processes that work for people.

See here for a brief discussion and summary of change management models.

For more related material relating to change management theories and all other resources.