Which change model is right for your organisation? Part 1

The truth is that when it comes to change models, there is a lot to consider. The reason why a model or way of working through change is important, is because a consistent approach and common language will assist in being able to generate important strategic inputs into your organisation's strategy. Without consistent practices or a common approach across your organisation, however you will find it impossible to ever create an Enterprise view of change. But why does that matter? For medium to larger organisations this 'ask' comes to the fore often when there is a lot of transformational work underway and risks aren't being managed well across all of those areas. So better to set yourself up for success if you are in a medium to large enterprise.

Over the years, several change management models and methodologies have been developed to provide a structured approach to navigating organisational transitions. In this blog post, we will delve into four popular change management models, exploring their origins and the theoretical foundations that underpin them.

Lewin's Change Management Model (1947) - Unfreezing, Changing, Refreezing

Kurt Lewin, a renowned psychologist, introduced his change management model in 1947. Based on the field of social psychology, Lewin's model focuses on understanding human behavior and group dynamics during organisational change. The model comprises three stages: unfreezing, changing, and refreezing.

• Unfreezing: This initial stage involves creating a readiness for change by recognizing the need for change, building awareness, and reducing resistance to change.
• Changing: In this stage, the actual change is implemented, and new behaviors, processes, or structures are introduced. It often involves communication, training, and support mechanisms.
• Refreezing: The final stage aims to stabilize the change by reinforcing new behaviors and ensuring they become the norm. It involves aligning systems, processes, and culture to support the change.

Lewin's model is based on the idea that change involves disrupting the existing equilibrium and creating a new stable state by altering individual and group behaviors.

When considering this model, it is hard to adapt to a project environment, so a little outdated. And with the speed at which multi-layered changes take place it would be debatable that 'refreezing' is never achieved. However the fundamentals are sound and if considered when thinking about all the dimensions of change impacts. By being explicit about processes which change, expectations of change and new behaviours you would be applying these principles.

Kotter's 8-Step Change Model (1995) - Creating Urgency, Forming a Powerful Coalition, and Anchoring Change

Developed by John Kotter, a professor at Harvard Business School, the 8-Step Change Model provides a comprehensive framework for managing organizational change. Introduced in 1995, this model places emphasis on the importance of strong leadership and active employee involvement. It is built on the principles of behavioral science and strategic management.

• Creating Urgency: The first step involves creating a sense of urgency to motivate stakeholders and generate momentum for change.
• Forming a Powerful Coalition: Building a strong team of change agents who are capable of leading and driving the change effort is crucial.
• Creating a Vision for Change: A clear and compelling vision is developed to guide the change initiative.
• Communicating the Vision: The vision is communicated effectively throughout the organization to gain support and commitment.
• Empowering Employees: Providing employees with the necessary tools, resources, and authority to contribute to the change effort.
• Generating Short-Term Wins: Celebrating quick wins helps maintain motivation and build momentum.
• Consolidating Gains and Producing More Change: Using the credibility gained from early wins to tackle larger change initiatives.
• Anchoring Change in the Culture: Embedding the change in the organization's culture to ensure long-term sustainability.

Kotter's model recognises the importance of engaging employees and aligning their behaviors with the desired change to achieve lasting success. One of the reasons this model is liked so much is that it is easy to understand. Most business leaders will agree with these steps and sign up to them. However the monitoring of it's effectiveness and alignment to programs as it is directed at leaders can be somewhat sensitive.

And empowering employees while good in theory is often still approached as a 'command and control' approach. Yet it is a popular model none the less. 

ADKAR Model (2003) - Awareness, Desire, Knowledge, Ability, Reinforcement

Created by Jeff Hiatt, the ADKAR model focuses on individual change and is widely used in change management and organizational development. It was introduced in 2003 by Prosci, a leading provider of change management resources. The model is rooted in psychology, human behavior, and learning theories.

• Awareness: Creating awareness of the need for change at an individual level.
• Desire: Generating a desire and motivation to support the change.
• Knowledge: Equipping individuals with the knowledge and understanding of how to change.
• Ability: Building the necessary skills and capabilities to implement the change successfully.
• Reinforcement: Reinforcing the change by aligning incentives, systems, and processes.

The ADKAR model recognizes that successful change requires individuals to progress through these five stages, ensuring that they are adequately prepared and supported throughout the process.

The Prosci model then continues to build on ADKAR providing a series of tools. This methodology is based in research and has some great tools. One might debate though as to whether the investment in the full suite and assessments across the organisation may be too significant at an Enterprise level however it is worth comparing to the size of investment you are making into your transformation portfolio. If you are a small to medium sized business you could most certainly use the simple ADKAR theory, for larger organisations there may be a 'want' to have something as sophisticated as Prosci, but it can also result in over-engineering, so a balanced approach is recommended.

 Agile Change Management Model (2001) - Iterative and Incremental Change

The Agile Change Management Model emerged from the Agile Manifesto, which revolutionised software development practices in 2001. While originally applied in the context of software development, the model has found broader application in change management due to its adaptive and flexible nature. The model is based on principles of Agile project management and systems thinking.

Unlike traditional linear change models, the Agile Change Management Model focuses on iterative and incremental change, allowing for continuous learning and adaptation. It involves breaking down change into smaller, manageable steps and involving stakeholders in decision-making and feedback loops. This approach enables organisations to respond to evolving circumstances more effectively and make adjustments as necessary. An agile change management model can be difficult to implement if the communications and training structures are not also set up to accomodate agile ways of working. So be sure to consider this, and test whether your organisation is truly agile, or a bit more WAGILE or FRAGILE in the way it is implementing change.

Now there are also other change and behavioural models, this isn't an exhaustive list by any means but hopefully this helps in providing you with some insight into some of the models that exist. As we are model agnostic at myvirtualchangemanager, sometimes the question isn't which model you should choose but whether you are ready to introduce a change model at all. To test your thinking in this space, have a look at the questions we ask in Part 2 of this blog post next week.