Change Management is a complex and multifaceted discipline, and over the years, academics, researchers, and practitioners have sought to make sense of its challenges by developing numerous models and frameworks.
These tools provide organisations with structured approaches to manage and implement change effectively. Below, we present an overview of some of the most recognised models, each offering unique insights and strategies for navigating change.
Some are more popular and widely used than others. Some focus on technology or process, some more on the people side of change, some are suitable for major organisation transformation, some better suited to smaller scale change and a few are really more suited to describing change rather than planning it, but each can offer something to anyone who is in the business of change or who is interested in the subject, or just a bit nerdy.
I have broken down this very long list into 4 main segments, based on the primary area of focus, though there is undoubtedly some overlap with many of the models. Links are offered to more comprehensive coverage for the more popular models.
As an L&D professional, my main area of interest is in the people side of change, so I’ll start here. * = Covered in detail in a separate article
People-Oriented Models
Prosci ADKAR Model*
A very widely used model in Change Management which focuses on individual change and includes five key elements:
Awareness
Desire
Knowledge
Ability
Reinforcement
This model provides a structured approach to help individuals move through the change process and ensure that the change is sustained over time.
Change First PCI Model*
The Change First PCI (People-Centred Implementation) Model is a proprietary framework from Changefirst that focuses on the human aspects of change. It involves assessing readiness for change, creating detailed change plans, and building engagement and commitment through clear communication and involvement. This model emphasises understanding and addressing the concerns and needs of those affected by the change.
The Bridges Transition Model
The Bridges Transition Model focuses on the psychological transitions people go through during change. It involves three stages:
Ending / Losing / Letting Go
The Neutral Zone
The New Beginning.
This model highlights the emotional aspects of change and the need to support individuals through these phases.
The SCARF Model of Change Management
The SCARF Model by David Rock focuses on five domains that influence human behaviour in social situations: Status, Certainty, Autonomy, Relatedness, and Fairness. It provides a framework for understanding and managing people’s reactions to change.
The Kübler-Ross Change Curve
The Kübler-Ross Change Curve outlines the emotional journey through change, starting with Denial, followed by Anger, Bargaining, Depression, and Acceptance. It helps organisations understand and support employees as they navigate through these emotional stages.
The Change Curve Model
The Change Curve Model, based on the Kübler-Ross grief curve, describes the emotional stages people go through during change: Shock, Denial, Frustration, Depression, Experimentation, Decision, and Integration. It helps organisations anticipate and manage the emotional reactions to change.
The BJ Fogg’s Behaviour Model for Change
BJ Fogg’s Behaviour Model emphasises that behaviour change occurs when motivation, ability, and triggers converge simultaneously. It provides a framework for designing interventions that can effectively change behaviours by addressing these three elements.
The Nudge Theory in Change Management
Nudge Theory focuses on influencing behaviour through positive reinforcement and indirect suggestions. It involves creating a conducive environment that encourages desired behaviours, making it easier for individuals to adopt new ways of working.
The Satir Change Management Model
The Satir Model describes change as a process of moving from the status quo through chaos and integration to a new status quo. It emphasises the need for support and coaching to help individuals navigate the chaotic phase and achieve successful integration.
Strategy-Oriented Models
Lewin’s Change Management Model*
Lewin’s Change Management Model is a foundational theory that describes change as a three-stage process: Unfreeze, Change, and Refreeze. The model emphasises the need to prepare for change, implement it effectively, and then establish stability once the change has been made, ensuring that new behaviours are reinforced. An often-used model in Change Management literature and educational materials, it also provides a practical, if linear, framework to use for Change projects.
Kotter’s 8-Step Process for Leading Change*
Kotter’s 8-Step Process is a comprehensive and widely used approach to change that involves creating a sense of urgency, forming a powerful coalition, developing a vision, communicating the vision, removing obstacles, generating short-term wins, consolidating gains, and anchoring new approaches in the organisation’s culture. It’s designed to guide organisations through significant transformations.
McKinsey 7-S Framework for Change Management
The McKinsey 7-S Framework identifies seven key elements that need to be aligned for successful change: Strategy, Structure, Systems, Shared Values, Style, Staff, and Skills. This model emphasises the interconnectedness of these elements and the need for a holistic approach to organisational change.
The ADL Matrix for Change Management
The ADL Matrix is a strategic tool that helps organisations assess their competitive position and strategic direction. It involves mapping out current and desired future states and developing change strategies based on this analysis to achieve long-term success.
The Kepner-Tregoe’s Model for Change Management
The Kepner-Tregoe Model focuses on rational decision-making and problem-solving during change. It involves situation analysis, problem analysis, decision analysis, and potential problem analysis, providing a structured approach to managing change effectively.
The Beer and Nohria Model
The Beer and Nohria Model outlines two contrasting approaches to change: Theory E, which focuses on economic value, and Theory O, which focuses on organisational capability. It suggests that successful change often requires a combination of both approaches.
The Quinn’s Competing Values Framework in Change
The Competing Values Framework by Quinn identifies four cultural types: Clan, Adhocracy, Market, and Hierarchy. It helps organisations understand their cultural dynamics and design change strategies that align with their dominant culture.
The Beckhard-Harris Change Equation
The Beckhard-Harris Change Equation (C = D x V x F > R) suggests that change occurs when dissatisfaction with the current state (D), a vision for the future (V), and first steps toward the vision (F) are greater than the resistance to change (R). This formula emphasises the need for clear vision and actionable steps.
Process-Oriented Models
Agile Change Management
Agile Change Management is an iterative approach that emphasises flexibility and responsiveness. It involves continuous planning, execution, and evaluation of change activities, allowing organisations to adapt quickly to new information and evolving circumstances. This model is particularly useful in dynamic environments where traditional change processes may be too rigid.
Six Sigma Change Management
Six Sigma Change Management integrates Six Sigma’s data-driven approach to improve processes with change management principles. It focuses on reducing variability and defects in processes while managing the human aspects of change to ensure successful implementation and sustainability.
The Lean Change Management Model
Lean Change Management integrates Lean principles with change management, focusing on continuous improvement and value creation. It involves iterative cycles of planning, implementing, and reviewing changes, ensuring that they add value and are sustainable.
The SIPOC Model for Change Management
The SIPOC Model (Suppliers, Inputs, Process, Outputs, Customers) is a high-level tool used to map processes and understand their components. It helps organisations identify key elements of a process that need to be addressed during change initiatives.
The Management of Change (MoC) Model
The MoC Model provides a structured approach to managing changes in processes, systems, or organisational structure. It involves planning, implementing, and reviewing changes to ensure they are effective and align with organisational goals.
Other Models and Frameworks
The CAP Model (Change, Awareness, Preparation)
The CAP Model emphasises three critical phases of change: Creating Awareness, Building Acceptance, and Preparing for the Change. It focuses on ensuring that individuals are aware of the change, accept it, and are prepared to implement it effectively.
The ACCEL Change Management Model
The ACCEL Model stands for Alignment, Capability, Commitment, Execution, and Leadership. It emphasises the need for aligning the change with organisational goals, building capability, securing commitment, executing the plan effectively, and strong leadership throughout the change process.
Deltek FAST Methodology for Change
Deltek’s FAST (Focused, Accelerated, Specific, and Tailored) Methodology is designed to implement changes quickly and efficiently. It focuses on rapid deployment and clear, measurable outcomes, ensuring that changes are specific to the organisation’s needs and are completed within a short timeframe.
Conclusion
Each of these models provides a valuable lens through which organisations can describe or approach change. Many are essentially academic tools that offer no real practical value to Change Leaders other than isights into, and analysis of, historical change, but others are most definitely meant to be used to plan and implement change. These models are studied in more detail in further articles. Search using the Change Management category to find them.
Whichever approach you take though, no model works in isolation. Learning and Development (L&D) is the glue that binds these frameworks to practical application. By investing in training and upskilling, organisations can ensure their teams are prepared to navigate the complexities of change.
If your organisation is embarking on a change initiative and would benefit from expert guidance or tailored L&D solutions, get in touch. Here to help.