A quick summary of organizational change management models from a variety of theoretical perspectives including classic process models within the context of lifecycle models, culture theories, diagnostic frameworks and individual reaction models.

1. A Contextual Framework of
Change Management Models
André Degreef (FAHRI)

2. Process models such as ADKAR and Kotter’s eight step model are the most common approach
to change
This is not surprising as they describe the necessary stages to move an organization from its current
state to its preferred state
However change processes occur within a complex context of an organizational lifecycle and culture;
technical and human systems, relationships and components; and individual perceptions of, and
reactions to, change
Understanding change at these levels may support more effective implementation of transformation
processes
The following slides provide a brief overview of some of the models of each type

3. Organisation Lifecycle
Greiner’s Growth Model
Gersick’s Punctuated Equilibrium Model
Models
Process Models
Prosci – ADKAR
Kotter’s Eight Step Model
Lewin’s Three Stage Model
Diagnostic
Models
Kotter’s
Organisational
Dynamics
McKinsey
7S Model
Open
Systems
Organisation
Culture
Models
Nahavandi &Mlekzadeh
Harrison
Individual Reaction Models
Kubler-Ross
Fisher
Bridges Transition Model

4. Lifecycle and evolution models
Organizations grow and evolve through stages of stability and change or upheaval
All process change and business transformation occurs within the context of this growth and evolution
These models focus on the overarching consideration of the strategic issues of growth and development;
they set the scene in relation to understanding where an organization is at in its development and what
drivers for change may exist at that stage
These models describe how organizations change over time

5. Creativity
Leadership
Crisis
Direction
Autonomy
Delegation
Control
Coordination
Red Tape
Collaboration
Organisations move through five
stages of growth with each stage
characterised by specific leadership
challenges that trigger change and
movement to the next stage.
Life Cycle
Models
Greiner
Gersick
(Punctuated Equilibrium) The underlying, internal deep structure (culture,
beliefs & rules) holds an organization in equilibrium
and resists change. Change occurs by revolution once
the status quo can no longer resist change due to an
internal or external shock (competition,
technological advances, new leadership etc.)
Tuning Reorientation
Adaptation Recreation
Nadler et al
Organizations grow and evolve through reactive or
proactive processes that can be either incremental
or transformational in their scope
Incremental Transformational
ReactiveProactive
Time__________________________________________
Change___________

6. Culture models –
Internal culture is often hidden and can push back against change from the inside out
These frameworks argue that ‘organizations are culture’, and that the considerations of aligning
change strategies to the existing culture of the organization, and the culture of
individual groups affected, is the key to success
These models describe how to match change to organization culture
(or subcultures within the organization)

7. Assimilation Integration
Deculturation Separation
Culture
Models
Nahavandi and Mlekzadeh
Harrison
Low HIgh
LowHighDesirabilityofotherculture
Desire to keep own culture
Based on anthropological models& arising
from research into mergers, the
appropriate form of change is based on a
comparison of the desire of a group to
keep their own culture versus the
attractiveness of the other group’s culture
Organisational culture can be integrated and uniform,
differentiated into several connected subcultures or a loosely
connected collection of subcultures with few shared values.
Appropriate change interventions will be different in each culture.
Integration Differentiation Ambiguity
Myerson & Martin
The degree to which an organization is managed by
formal rules and procedures, and its degree of centralized
control is manifested in four distinct organizational
cultures. Different approaches to change are likely to be
needed depending on the nature of that culture
Power Role
AchievementSupport
Low
Formalization
High
Formalization
High
Centralization
Low
Centralization

8. Diagnostic Models
These theories focus on identifying interactions and cause/effect relationships between
structures, systems and processes within an organization
Identifying currently dysfunctional or misaligned factors or relationships (or those at risk of future
misalignment) within the enterprise and its environment will lead to the most appropriate change
interventions
Diagnosis is a often a missing step in the application of process models in many change programs; change
managers can step straight into establishing a sense of urgency, creating awareness or mobilizing energy and
commitment without first fully diagnosing the real issues being faced by the enterprise
These models help identify where to target change processes

9. Inputs Transformations Outputs
Key
Organization
Processes
External
Environment
Employees &
Tangible
Assets
Dominant
Coalition
Technology
Internal
Social
System
Formal
Organization
Arrangements
Diagnostic
Models
McKinsey 7S
Organizational Dynamics (Kotter)
Open Systems Theory
Shared
Values
Strategy
Structure
Style
Staff
Skills
Systems
Feedback
Organizations function through the
interaction of seven elements over
time. As the relationships and dynamics
change, so to does the appropriate
response by the change manager and
organization.
The elements may be different but, like the organizational dynamics model, this
framework posits that for an organization to perform well, the seven elements need
to be aligned during change.
The framework can be used to diagnose how the elements are interrelated, and how
the effects of change to one or more element may impact the others.
At their simplest, open systems theories
identify that organizations take inputs from
the external environment and transform
them to outputs of some value. Analysis of
the system will identify opportunities for
change.

10. Process models
Since the 1950’s and the work of Lewin, process models have formed the basis of
change management strategies and implementation
Process models remain the most popular, and (when used by change managers with an understanding of the
broader context of the organizational environment, application of organizational analytics and research to
support diagnosis, and consideration of individual reactions to change and transition) the most effective models
for implementing organizational change and business transformation
These models describe how to implement change in organizations

11. Sense of Urgency
Powerful
Coalition
Create a
Vision
Communicate
the Vision
Empower
Broad Based
Action
Short Term
Wins
Never Let Up
Incorporate
Change into
Culture
Mobilize energy
through joint problem
identification
Develop a
shared vision
Identify the
leadership
Focus on
results
Start at the
periphery
Institutionalize
success
Monitor &
adjust
strategies
Mobilize commitment
through joint diagnosis
Develop a
shared vision
Foster
consensus
Spread
revitalization
Institutionalize
revitalization
Monitor &
adjust
strategies
Awareness
Desire
Knowledge
Ability
Reinforcement
Process
Models
Whether it is 5,6,7,8 or
more, change occurs in
stages – successfully
moving through the
stages generally requires
certain actions to have
occurred in previous
stages
Kotter’s 8 step model
Prosci
ADKAR model
Luecke’s 7 steps for change
Beer’s 6 steps for change
Based on Lewin’s
original 3 step model,
process models offer
variations on the
themes of building the
case for change,
communication &
resourcing, and
reinforcing the change.
Prosci’s ADKAR model is one of the leading
current process models of change, outlining
the five core elements change leaders must
address at both individual & organizational
level to effectively implement change.

12. Individual Reaction models
Process models tend to assume that recipients of change are rational in their responses. Communication
and information focuses largely on cognitive processing and the explanation of the change process.
Evolving from research in the areas of grief and loss, individual reaction or transition models place the
emotional reactions of change recipients at the heart of their frameworks –
identifying the stages individuals go through during change
Central to these theories is the hypothesis that matching the organizational change journey and
interventions to the requirements of individuals at each stage of response and adaptation, and
implementing appropriate support, will lead to more successful change outcomes
These models describe how individuals react to change

13. Individual
Reaction
Models
Fisher
Bridges Transition Model
Kubler-Ross
Time__________________________________________
Morale____________________
Shock & Denial
Bargaining
Depression
Acceptance
Time__________________________________________
Morale____________________
Anxiety
Happiness
Fear
Threat
Guilt
Denial
Disillusionment
Moving
Forward
Depression
Hostility
Complacency
Originally a description of the five stages of grief, this model has
been applied to describe the broad range of feelings people may
experience when dealing with change in their own lives or in the
workplace.
Rather than specifying a linear curve, Bridges’ Model outlines the
broad phases individuals go through during transition and
emphasises that people will go through each stage at their own
pace. This is something change managers need to recognize.
Extending many of Kubler-Ross’s themes, Fisher
shows that the journey towards acceptance
may be impeded by a range of negative
reactions that stall progress, each requiring a
different intervention strategy.
Anger

14. Although change will ultimately be a managed process,
that process sits within a large and complex organizational
environment
To effectively manage transition and transformation, change leaders need to consider
The overall stage of development of the organization
Relationships between components and systems in the organization
The culture of the organization, and subcultures within the organization
The emotional reactions of individuals and the organization as a whole

15. Organisation Lifecycle
Greiner’s Growth Model
Gersick’s Punctuated Equilibrium Model
Models
Process Models
Prosci – ADKAR
Kotter’s Eight Step Model
Lewin’s Three Stage Model
Diagnostic
Models
Kotter’s
Organisational
Dynamics
McKinsey
7S Model
Open
Systems
Organisation
Culture
Models
Nahavandi &Mlekzadeh
Harrison
Individual Reaction Models
Kubler-Ross
Fisher
Bridges Transition Model

16. André Degreef is a change management, organizational development and workforce planning specialist
based in Brisbane, Australia
He is currently providing change management leadership to support the University of Queensland
through a transformational redesign of its research management processes, systems and culture
André is a Fellow of the Australian Human Resources Institute and holds a Master’s Degree in
Psychology, as well as qualifications in HR, training and management. He is currently completing a
Doctor of Business Administration, specializing in organizational change, downsizing and career
development.
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