What is the best Change model for managing organisational change?

Just like there are many project management models,  PRINCE2, PMBOK, AGILE, there are also many change management models.  Some of the most popular are Kotter, Prosci, and the S.C.A.R.F model. All have their place and many change managers will appreciate different aspects from all of them. But we are here to have a think about which model is best for your organisation - so how do you choose?

So which model is the best to use and when?

All of the models have their merits. And all have tools and techniques that can be applied in various situations. A.D.K.A.R for example in the Prosci model,  has easy to understand principles regarding the phases of change to step the individuals through. It assists any individuals and organisations to understand some of the language and process of change.

Prosci then builds on ADKAR but takes it to another level. It aligns phases similar to project management. It is quite analytical in nature and this can often difficult to implement in its purist sense. It needs a Change Manager to apply the theory, and the training is definitely a pre-cursor.

Kotter's 8 principles are a great reminder of once again, some of the key steps to embed change. The Kotter principles are easier to understand for leadership levels. But then they can lack the analytical side that works well in Prosci. One of the principles I like most is the principle of not declaring victory too soon. It takes a while for change to become the 'new norm' and often the change isn't allowed enough time for the new ways of working to take hold. Be sure to continue to reinforce the change at least a month after it has been introduced.

The S.C.A.R.F model is by David Rock of the Neuroleadership Institute. It is a brain based approach to change and I like the insights as to human needs when it comes to change.  The Neuroleadership Institute is doing some great scientific work into our brains and how they work when it comes to change. If you have an established change practice, this is a great advanced way in which to explore this and take this to the next level. If your organisation is science and analytics based, the brain based approach is often appreciated, as is Prosci which is research based.

Match making when it comes to Change

Choosing the right change model for your organisation is like going on a date. Some models will work with the culture of your organisation and some won't. So let's talk about some of the critical points to introducing a change framework. Purist doesn't work. In fact it NEVER works for those who don't live, breathe or work in Change day to day. So any model you choose should be tailored to the way of working of your organisation. Being too purist will create a perception of unnecessary bureaucracy. You do not have to go all the way and invest hundreds of thousands into change tools and systems. Start small, and build with the business and in partnership with any Project Management office. Starting with simple steps will yield great results.

When working with Leadership teams, when talking about change the Kotter model does seem to resonate. However to develop leadership skills which lend themselves to leading change well, the Neuroleadership framework is one I have found to be cutting edge and far more progressed than other such as the LSI model which is often used in cultural change. Understanding how your brain works and then mixed with coaching to raise your self-awareness and then using scientific founded research into how to best work with your team.

One of the key dependencies to introducing any change model is the receptiveness of the organisation to any model. So gaining leadership buy in to any model will be an enabler of success. So assess the models, consider your existing culture and have a number of supporters for the model you choose in the leadership ranks. That will put you on a path to successfully building change maturity in your organisation.

We also put together the Operational Change Management method and model, complete with templates for individuals, if you are considering a tailored approach in your organisation. I realised that there was a gap for an easy to understand and adaptable change model which was able to be introduced into any size organisation at any maturity stage. Of course you should do your own research as well, as there are many models. And also consider HOW you want to introduce the model that is right for your organisation.