Change Management Models

© Operational Excellence Consulting. All rights reserved.
This presentation is a collection of PowerPoint diagrams and
templates used to convey 25 different Change Management models
and frameworks.
Change Management
Models
Diagrams and Templates of Change Management
Models and Frameworks

© Operational Excellence Consulting. All rights reserved. 2
Contents
1. The Change Curve Model
2. Bridges’ Transition Model
3. Lewin’s Three Stage Change Model
4. Impact Analysis
5. Leavitt’s Diamond
6. Burke-Litwin’s Change Model
7. The McKinsey 7S Framework
8. The ADKAR Change Model
9. Kotter’s Eight Phases of Change
10. Beer & Nohria’s E & O Theories
11. Hofstede’s Cultural Dimensions
12. The Power/Interest Grid for Stakeholder
Prioritization
13. Osgood-Schramm’s Communication Model
14. Szpekman’s Communication Framework
15. The Johari Window
16. The Training Needs Analysis Framework
17. The ADDIE Model
18. The Conscious Competence Learning Model
19. Kirkpatrick’s Four-Level Training Evaluation
Model
20. Design Thinking Model
21. The PDCA Cycle
22. Six Sigma
23. Business Process Reengineering (BPR)
24. Project Management Body of Knowledge
(PMBoK)
25. ISO 31000:2018 Risk Management
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The Change Curve model describes the four stages most people go
through as they adjust to change
Source: Elisabeth Kubler-Ross
The Change Curve
Stage 1 2 3 4
State Status quo Disruption Exploration Rebuilding
Reaction Shock, Denial Anger, Fear Acceptance Commitment
Positive
Negative
Impact

Bridges’ Transition Model highlights the feelings of people and help
them make a smooth transition during change
Source: William Bridges
Time
Importance
Ending,
Losing,
Letting Go
The
Neutral
Zone
The New
Beginning
Bridges’ Transition Model

Lewin’s Three Stage Change Process is a simple and easy-to-
understand framework for managing organizational change
Source: Kurt Lewin
• Ensures that
employees are
ready for
change
Unfreeze
• Execute the
intended
change
Change
• Ensures that
the change
becomes
permanent
Refreeze
Lewin’s Change Model

Impact Analysis is a technique designed to unearth the “unexpected”
negative effects of a change on an organization
Impact Analysis Process
Impact
Analysis
Roadmap
Evaluate
Impacts
Brainstorm
Major Areas
Affected
Identify All
Areas
Prepare for
Impact
Analysis
Manage
the
Consequences

Leavitt’s Diamond demonstrates that each element of an organization’s
system – people, tasks, structure and technology – are interdependent
Leavitt’s Diamond
Task Technology
People
Structure
Source: Harold J. Leavitt

The Burke-Litwin Change Model describes the causal relationships
among the key factors that affect performance, and determine how
change occurs in an organization
The Burke-Litwin Change Model
Source: Burke and Litwin
Mission &
Strategy
Structure
Task &
Individual
Skills
Organizational
Culture
Systems
(Policies &
Procedures)
Individual
Needs &
Values
Management
Practices
Work Unit
Climate
Motivation
External Environment
Leadership
Individual &
Organizational
Performance
Feedback
Feedback

The McKinsey 7-S framework highlights seven internal aspects of an
organization that need to be aligned if it is to be successful
Structure
Systems
Style
Staff
Skills Strategy
Shared
Values
Source: McKinsey
Soft Elements
Hard Elements
McKinsey 7-S Framework

The ADKAR Change Model (Awareness, Desire, Knowledge, Ability, Reinforcement)
provides a simple and action-oriented framework for taking control of individual change
ADKAR Change Model
Source: Based on Prosci® ADKAR® Model
A R
A
D K
KNOWLEDGE REINFORCEMENT
AWARENESS
DESIRE ABILITY
§ Understand the need for
change
§ Understand nature of the
change
§ Sustain the change
§ Build a culture and
competence around change
§ How to change
§ Implement new skills and
behaviors
§ Support the change
§ Participate and engage
§ Implement the change
§ Demonstrate performance

Kotter’s Eight-Step Change Process provides a roadmap for
advancing a culture of performance excellence
Kotter’s 8-Step Change Model
Need for
Change
Change
Behavior
Change
Direction
Change
Sustainability
1. Establish a
Sense of
Urgency
2. Build a
Guiding
Coalition
3. Form a
Strategic
Vision
4. Enlist a
Volunteer
Army
5. Enable
Action by
Removing
Barriers
6. Generate
Short-term
Wins
7. Sustain
Acceleration
8. Institute
Change
Committed
Leadership
Source: Based on John Kotter, 1996 & 2014

Beer & Nohria’s E & O Theories provide two approaches to
organizational change and creating sustainable competitive advantage
Source: Beer & Nohria
Beer & Nohria’s E & O Theories
Theory E
• The purpose of Theory E is the
creation of economic value,
often expressed as shareholder
value.
• Its focus is on formal structure
and systems. It is driven from
the top by the extensive aid of
consultants and financial
incentives.
• Change is planned and
programmatic.
Theory O
• The purpose of Theory O is the
development of an organization’s
human ability to implement
strategy and to learn about the
effectiveness of the changes
made from the actions action.
• Its focus is on the development
of a high-commitment culture. Its
means consist of high
involvement, where consultants
and incentives are relied on far
less to drive change.
• Change is emergent, rather than
planned and programmatic.

Long-term
Orientation
Masculinity/
Femininity
Individualism/
Collectivism
Uncertainty
Avoidance
Power
Distance
Cultural
Differences
Hofstede’s cultural dimensions can be used to develop an effective
strategy to cooperate with people from various countries
Source: G. Hofstede
Hofstede’s Cultural Dimensions Model

The Power/Interest Grid for Stakeholder Prioritization is a useful tool for
stakeholder analysis in the change management process
The Power/Interest Grid
Manage
Closely
Keep
Satisfied
Monitor
(Minimum Effort)
Keep
Informed
Interest
Power
High
Low
Low
High

Szpekman’s Communication Framework provides a holistic approach
to managing change communication to achieve positive outcomes
Szpekman’s Communication Framework
Communication
Leadership
Measures
Structure/Process
Rewards
Knowledge/Skill Emphasis
Competency models
Hiring processes
Orientation programs
Training and development
Feedback and coaching
Talent planning
Performance management
360 degree feedback
Employee surveys
Performance metrics and
benchmarks
Communication plans
Print and electronic media
Face-to-face communication
Compensation plans
Benefits
Recognition programs
Promotions
Organization structure
Career paths
Policies and procedures
Roles and responsibilities
Tools and support
Vision and strategy
Agenda items
Questions
Praise
Resources
Assignments
Symbolic behavior
MANAGERS
Source: Andy Szpekman

The Johari Window is a communication model that is used to improve
self-awareness and understanding between individuals
The Johari Window
Source: Adapted from Joseph Luft & Harry Ingham
Known to
others
Unknown
to others
Known to self Unknown to self
OPEN
1
HIDDEN
3
UNKNOWN
4
2
BLIND

The Training Needs Analysis (TNA) framework provides a systematic
approach to identify gaps in employee training and related training needs
The TNA Framework
Source: Blanchard & Thacker
Performance
Gap
Person
Analysis
Organizational
Analysis
Operational
Analysis
Non-Training
Needs
Training
Needs
Identify
Performance
Discrepancy
and its Causes

ADDIE Model is a systematic instructional design model comprising five
phases: Analysis, Design, Development, Implementation & Evaluation
The ADDIE Model
Evaluation
Implementation Development
Design
Analysis

The Conscious Competence Learning Model relates to the
psychological states involved in the process of progressing from
incompetence to competence in a skill
The Conscious Competence Learning Model
Source: Noel Burch (Gordon Training International)
Incompetent Competent
Competence
Consciousness
Unconscious
Conscious
Unconscious
Incompetence
Unconscious
Competence
Conscious
Competence
Conscious
Incompetence

Overview of Kirkpatrick’s Four-Level Training Evaluation
Model
Results
The degree to which targeted
outcomes occur as a result of the
training and the support and
accountability package
Behavior
The degree to which participants apply
what they learned during training
when they are back on the job
Learning
The degree to which participants
acquire the intended knowledge, skills,
attitude, confidence and commitment
based on their participation in the
training
Reaction
The degree to which participants find
the training favorable, engaging and
relevant to their jobs
Level 1
Level 4
Level 3
Level 2
Source: Donald Kirkpatrick
Kirkpatrick Model

The Five Modes of Design Thinking is a human-centered, creative
problem-solving process of discovery, ideation and experimentation
Five Modes of Design Thinking
Learn about the
audience for
whom you are
designing, by
observation and
interview. Who is
my user? What
matters to this
person?
Create a point of
view that is
based on user
needs and
insights.
What are their
needs?
Brainstorm and
come up with
as many
creative
solutions as
possible.
Wild ideas are
encouraged!
Build a
representation of
one or more of
your ideas to show
to others. How can
I show my idea?
Remember: A
prototype is just a
rough draft!
Share your
prototyped idea
with your original
user for
feedback. What
worked? What
didn’t?
EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
Source: Based on Stanford University d.school

PDCA (Plan–Do–Check–Act) is an iterative four-step management
method used in business for the control and continuous improvement
of processes and products
Act
Check
Do
Plan
Establish objectives &
processes necessary
to deliver results
Improve product
and process
performance
Monitor, measure,
analyze and report
results Implement the
plan
Source: Adapted from W. E. Deming
PDCA Cycle

Insert Header
Insert bumper – takeaway statement
PDCA Cycle (TEMPLATE)
Act
Check
Do
Plan
Establish objectives &
processes necessary to
deliver results
Improve product and
process performance
Monitor, measure,
analyze and report
results Implement the plan
Source: Adapted from W. E. Deming

Six Sigma DMAIC is a data-driven improvement cycle used for
improving, optimizing and stabilizing business processes
Six Sigma
DMAIC
Roadmap
Improve
Measure
Analyze
Define
Control
Define the problem
or opportunity
Measure the current
performance and
capability
Analyse to identify
root causes
Improve by
implementing potential
solutions
Control by
standardizing solution
and monitoring
performance
Six Sigma DMAIC Model

Business Process Reengineering (BPR) is the fundamental
reconsideration and radical redesign of organizational processes
BPR Model
1.
Determine Scope
& Goal
3.
Install
Management
4.
Implement &
Integrate
Indicator for need:
§ Conflicts
§ Meetings
§ Non-structure
communication
§ Strategic dialog
Key elements:
§ Focus on output
requirements
§ Critical success factors
§ Efficiency
Key elements:
§ Define management
tools
§ Performance
measurement
§ Learning
§ Compensation
Key elements:
§ Install management
§ Manage change
management
2.
Redesign Process
Structure
Source: Hammer & Campy, 1993

The PMI PMBOK is a set of best practices that are widely used for
project management in a wide variety of industries
Initiating
Processes
Planning
Processes
Monitoring &
Controlling
Processes
Executing
Processes
Closing
Processes
(Arrows represent
flow of information)
Source: Project Management Institute
PMBOK 6 Project Management

The Eight Principles of ISO 31000:2018 communicate the value of risk management,
explain its intention and purpose and are the foundation for managing risk
Source: International Organization for Standardization
Integrated
Continual
Improvement
Human
and
Cultural Factors
Best
Available
Information
Dynamic Inclusive
Customized
Structured
and
Comprehensive
Value Creation
and
Protection
ISO 31000:2018 Risk Management Principles

Operational Excellence Consulting is a management training and consulting
firm that assists organizations in improving business performance and
effectiveness. Based in Singapore, the firm’s mission is to create business
value for organizations through innovative design and operational excellence
management training and consulting solutions. For more information, please
visit www.oeconsulting.com.sg

Change Management Models

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