Snapshot Guide to Better Known Change Management Models/Methodologies

A Snapshot Guide to “better
known” Change Management
Models/Methodologies ©
Ron Leeman
“Your Chauffeur”
on The Highway of Change

Models/methodologies are no substitute for an experienced Change
Agent because change is:
• High risk, complex and dynamic
• Often messy and painful
• Fraught with problems
• Involves unpredictable people behaviour
While models/methodologies are an important component of
Change Management capability it is not the only one, and perhaps
not even the most important one. An experienced/seasoned
Change Agent who can make sense of the “noise” using them and
other tools is the most important asset.
About Models/Methodologies
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McKinsey’s 7-S Model
Strategy: The definition of key
approaches for an organisation to
achieve its goals.
Structure: The organisation of
resources within a company into
different business groups and teams.
Style: The culture of the organisation
in terms of leadership and
interactions between staff and other
stakeholders.
Staff: The type of employees,
remuneration packages and how they
are attracted and retained.
Skills: Capabilities to complete
different activities.
Systems: Business processes and
the technical platforms used to
support operations.
Shared Values: Summarised in a
vision and or mission, this is how the
organisation defines its raison d’etre.

It states that for change to happen successfully, the following
statement must be true:
Dissatisfaction x Desirability x Practicality > Resistance to
Change
This seems to be a simple statement, but it's surprisingly powerful
when used to structure a case for change.
Richard Beckhard and Rubin Harris first
published their change equation in 1977
in "Organizational Transitions:
Managing Complex Change" and it's
still useful today.
Beckhard and Harris Change Equation

Kotter’s 8 Stage Model
Increase Urgency - For change to happen,
it helps if the whole company really wants it.
Build a Guiding Team - Convince people
that change is necessary.
Create a Vision for Change - Link
concepts to an overall vision that people
can grasp easily and remember.
Get the right Vision - What you do with
your vision after you create it will determine
your success.
Communicate for Buy-in - Talk about your
vision and building buy-in from all levels.
Create Short-Term Wins - Nothing
motivates more than success so
demonstrate victory early in the change
process.
Don’t Let Up - Real change runs deep.
Quick wins are only the beginning of what
needs to be done.
Make it Stick - To make any change stick
make it part of the core of your organisation.

LaMarsh Global Change Methodology
Driven by real data, LaMarsh Globals
proprietary change management
approach guides project teams, change
agents and sponsors and focuses on the
people side.
The Managed Change™ Methodology combines LaMarsh Global’s
proven change management processes, effective change
management resources and successful change management tools
to help organizations navigate through all types of complex change
projects.

Key principles:
Systems Thinking – claiming ownership
of visualising the bigger picture
Personal Mastery – the career as a
vocation and humility in pursuing
opportunities to learn while building
substantial competencies.
Mental Models – confronting biases and
limitations in one’s thinking by exploring
assumptions and implications
Shared Vision – moving from
compliance to genuine commitment to a
future created in learning.
Team Learning – engaging in
meaningful, reflective dialogue on what’s
important
Senge’s Systemic Model

Bridge’s Transition Model
The main strength of his model is that it focuses on transition, not
change. The difference between these is subtle but important.
Change is something that happens to people, even if they don't
agree with it. Transition, on the other hand, is internal: it's what
happens in people's minds as they go through change. Change can
happen very quickly, while transition usually occurs more slowly.
William Bridges was an American author,
speaker, and organizational consultant. He
emphasised the importance of understanding
transitions as a key for organizations to
succeed in making changes.

The Kubler-Ross Curve
Shock – surprise, panic, mismatch
between reality and inability to
cope.
Denial – refusal to accept change
or that it’s happening and that the
old way is still OK.
Frustration – awareness of the
need for new skills but no idea of
how to develop them,
Depression – realisation that
“endings” are gone – so
discomfort, depressions and
frustration.
Experiments - willingness to try
new skills but can return to “denial”
if mistakes are punished
Decisions - trying to rationalise
why some things they do work and
why others don’t.
Integration - becoming more
confident as the things they do
produce the correct results.

GE Change Acceleration Process (CAP)
In 1989-90 of Jack Welch realised that GE
(and everyone else) was entering an era of
constant change, and that those who adapted
to change the fasted would be the survivors.
He commissioned a team of to scour industry and academia to
study the best practices in change management and come back to
GE with a tool kit that Welch’s managers could easily implement.
The result was the Change Acceleration Process, commonly
referred to within GE simply as “CAP.”

Pritchett’s Change Management Model
IMPERATIVE (kick-off) - the vision,
goals, benefits from change, and drivers
are identified. The project team is
established, and initial communication
plans are developed.
READINESS (preparation) - the change
roadmap is defined, risks identified and
assessed, communication planned and
delivered, and appropriate steps taken to
protect productivity, deal with resistance,
and retain key players.
IMPLEMENTATION (execution) - the
project plan is implemented, monitored,
reviewed, and revised as appropriate.
Progress and successes are celebrated.
GAIN (pay-off) - steps are taken to
ensure the whole organization is aligned
and the change sticks. The project
experience is reviewed, lessons learned
shared, and successes publicized.

Weisbord Six-Box Model
The six-box model is a generic framework
and is intended for use across a wide variety
of organizations. It is based mainly on the
techniques and assumptions of the field of
organizational development.
It gives attention to issues such as planning, incentives and
rewards, the role of support functions such as personnel, internal
competitions among organizational units, standards for
remuneration, partnerships, hierarchies and the delegation of
authority, organizational control, accountability and performance
assessment.

Burke & Litwin Model
External Environment - key external drivers &
impact on the organisation.
Mission and Strategy - clear vision & mission.
Leadership - overall direction, leadership style.
Organisational Culture - values, customs &
principles.
Structure - functions & people, levels of
responsibility, key decision-making & comms.
Systems – policies, procedures, reward,
performance appraisal, management
information.
Management Practices - human & material
resources.
Work Unit Climate – staff expectations &
feelings.
Task and Individual Skills - task requirements,
individual abilities/knowledge needed.
Individual Needs and Values – work values,
psychological factors & job satisfaction.
Motivation - staff motivation to achieve strategy.
Individual and Organizational Performance -
level of performance &motivation factors.

Carnall's Change Management Model
Colin Carnall is Director of Executive Programs
at Warwick Business School. His research
interests are strategic change, organisation
design; management development and e-
learning.
Carnall’s model was developed as an alternative view on change
that focuses on the managers’ ability to respond to change. Both
the essence of the model and Carnall’s rhetoric suggest
managers are able to plan and control the process in the same
way they manage other forms of “necessary evil” in the
organisation.

Motivating Change - includes creating a
readiness for change in your client
organization and developing approaches to
overcome resistance to change.
Creating a Vision - the vision should
clearly depict how the achievement of the
vision will improve the organization.
Developing Political Support - how
power and conflict are used and managed
that determine how power and conflict
should be perceived.
Managing Transition - occurs when the
organization works to make the actual
transition from the current state to the
future state.
Sustaining Momentum - when leaders
work to sustain the momentum of the
implementation and adjustment of plans.
Cummings and Worley's Model

Schein’s Model of Change
Schein’s organizational culture model is directly influenced by
direct mechanisms which include exemplary behaviour, opinions,
status and appointments. Indirect mechanisms do not influence
the organisational culture directly however they are determinative.
Edgar Henry Schein (born March 5, 1928),
a former professor at the MIT Sloan School
of Management, has made a notable mark
on the field of organizational development

Nadler and Tushman's Congruence Model
The People Component - consists of the
individuals involved in the enterprise -
their personality, skills and motivation
The Work Component - consists of job
roles and how they interact with each
other
The Formal Organisation - consists of
the all the structures and procedures that
make the organisation work – the
organisational chart, performance
management and reward systems.
The Informal Organisation - consists of
those organisational practices that are
rarely written down, but which make a big
difference to how people behave day to
day

Jick’s 10-Step Tactical Change Model
Prof. Todd Jick currently teaches
Organisational Change at Columbus Business
School and was a professor at Harvard
Business School for 10-years.
He created his 10-Step Tactical Change Model in 2003. The
model is geared more toward a tactical level of change. It can
be used like a recipe to guide and initiate change or to evaluate
change that is already occurring in an organization.

Knoster’s Model for Managing Complex Change
Vision – a compelling future state – provides
direction and a sense of unity in a group.
Without it, people are likely to feel confused.
Skills - change requires that people move into
new territory, but if they don’t feel that they
have the necessary skills to effectively carry
out their part, they will more than likely
experience anxiety.
Incentives - if people don’t see the value of
the change (what’s in it for them) they are
bound to be resistant to it. Incentives help to
build consensus.
Resources - those things that people feel
they will need to carry out a change initiative.
They could be physical or emotional
resources.
Action Plan - people will experience false
starts – a sense of being on a treadmill, not
really being able to get any traction.

Edgar Huse’s Seven Stage Model of Change
Whilst Lewin's model provides a simple and understandable
representation of the organizational change process, more
recent models have developed his model and extended the
idea into more depth. Edgar Huse’s 7-stage model is a useful
heuristic way to illustrate the complex nature of organizational
change.
In 1980, Edgar Huse proposed a seven-
stage OD model based upon the original
three-stage model of Lewin.

Hickman’s Organisational Change Practices
Institutionalised Leadership and Change
Practices – involves shared leadership in
order to contribute to long-term success,
coherence and agility. Greater success is
achieved through leading by extensive
collaborative efforts.
Organisational Learning - entails -
developing an atmosphere whereby
organizational members are encouraged to
actively participate in innovation,
experimentation, and the cultivation of fresh
approaches.
Empowerment/Shared Power - requires
the delegation/distribution of leadership,
authority, and decision-making power
typically wielded by senior executives to
organizational members/teams. Leaders
must have a clear vision, goals, be willing to
develop others, and lead by example.

Mitre’s Organisational Assessment Approach
When used in concert, the elements create a powerful, mutually
reinforcing field for the support of organizational change and
improve the chances that the transformation will meet its objectives.
These work stream assessments create a comprehensive blueprint
for the formulation of an organizational transformation strategy to
increase the likelihood of transformation success.
Organisational transformation relies on five
key elements which include: leadership,
communications and stakeholder
engagement, enterprise organizational
alignment, education and training, and site-
level workforce transition.

In 2012 I was bestowed with a
Change Leader of Tomorrow Award
by the World HRD Congress
… “in recognition of my “remarkable
progress in initiating changes
enough for others in the same
industry to follow my example”
Change Leader of Tomorrow Award

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Snapshot Guide to Better Known Change Management Models/Methodologies

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Snapshot Guide to Better Known Change Management Models/Methodologies