Change Management

2.

Foundational Models and Theories

2.1.

Kurt Lewin's Three-Stage Model

2.1.1.

2.1.1.1.

Creating Awareness of Need for Change

2.1.1.2.

Overcoming Inertia and Complacency

2.1.1.3.

Challenging Current State

2.1.2.

Changing (Transitioning)

2.1.2.1.

Implementing New Processes or Behaviors

2.1.2.2.

Supporting Learning and Adaptation

2.1.2.3.

Managing Uncertainty and Confusion

2.1.3.

2.1.3.1.

Reinforcing New Ways of Working

2.1.3.2.

Institutionalizing Change

2.1.3.3.

Preventing Regression

2.2.

John Kotter's 8-Step Process for Leading Change

2.2.1.

Create a Sense of Urgency

2.2.1.1.

Identifying Threats and Opportunities

2.2.1.2.

Communicating the Need for Change

2.2.1.3.

Building Crisis Awareness

2.2.2.

Build a Guiding Coalition

2.2.2.1.

Assembling a Change Leadership Team

2.2.2.2.

Establishing Trust and Credibility

2.2.2.3.

Securing Influential Champions

2.2.3.

Form a Strategic Vision and Initiatives

2.2.3.1.

Defining the Desired Future State

2.2.3.2.

Setting Clear Goals

2.2.3.3.

Creating Compelling Vision Statements

2.2.4.

Enlist a Volunteer Army

2.2.4.1.

Engaging Employees at All Levels

2.2.4.2.

Building Broad-Based Support

2.2.4.3.

Mobilizing Change Agents

2.2.5.

Enable Action by Removing Barriers

2.2.5.1.

Identifying Obstacles

2.2.5.2.

Empowering Employees

2.2.5.3.

Eliminating Structural Impediments

2.2.6.

Generate Short-Term Wins

2.2.6.1.

Setting Achievable Milestones

2.2.6.2.

Celebrating Early Successes

2.2.6.3.

Building Momentum Through Victories

2.2.7.

Sustain Acceleration

2.2.7.1.

Maintaining Momentum

2.2.7.2.

Building on Achievements

2.2.7.3.

Avoiding Premature Victory Declarations

2.2.8.

Institute Change

2.2.8.1.

Embedding Changes in Culture

2.2.8.2.

Ensuring Long-Term Sustainability

2.2.8.3.

Connecting to Performance

2.3.

The Prosci ADKAR Model

2.3.1.

Awareness of the Need for Change

2.3.1.1.

Communicating the Rationale

2.3.1.2.

Addressing Misconceptions

2.3.1.3.

Building Understanding of Consequences

2.3.2.

Desire to Participate and Support the Change

2.3.2.1.

Motivating Individuals

2.3.2.2.

Overcoming Apathy

2.3.2.3.

Addressing Personal WIIFM (What's In It For Me)

2.3.3.

Knowledge on How to Change

2.3.3.1.

Providing Training and Resources

2.3.3.2.

Clarifying New Expectations

2.3.3.3.

Developing Required Competencies

2.3.4.

Ability to Implement Required Skills and Behaviors

2.3.4.1.

Practicing New Skills

2.3.4.2.

Removing Barriers to Performance

2.3.4.3.

Providing Tools and Resources

2.3.5.

Reinforcement to Sustain the Change

2.3.5.1.

Recognizing and Rewarding Adoption

2.3.5.2.

Monitoring Progress

2.3.5.3.

Correcting Deviations

2.4.

McKinsey 7-S Framework

2.4.1.

2.4.1.1.

Alignment with Change Objectives

2.4.1.2.

Strategic Direction and Plans

2.4.2.

2.4.2.1.

Organizational Hierarchy and Roles

2.4.2.2.

Reporting Relationships

2.4.3.

2.4.3.1.

Processes and Procedures

2.4.3.2.

Information Systems

2.4.4.

2.4.4.1.

Core Beliefs and Culture

2.4.4.2.

Organizational Purpose

2.4.5.

2.4.5.1.

Leadership Approaches

2.4.5.2.

Management Behaviors

2.4.6.

2.4.6.1.

Workforce Capabilities

2.4.6.2.

Human Resource Practices

2.4.7.

2.4.7.1.

Key Competencies

2.4.7.2.

Organizational Capabilities

2.5.

Bridges' Transition Model

2.5.1.

Ending, Losing, Letting Go

2.5.1.1.

Managing Loss and Uncertainty

2.5.1.2.

Supporting Emotional Adjustment

2.5.1.3.

Acknowledging What's Being Left Behind

2.5.2.

The Neutral Zone

2.5.2.1.

Navigating Ambiguity

2.5.2.2.

Encouraging Experimentation

2.5.2.3.

Managing Anxiety and Confusion

2.5.3.

The New Beginning

2.5.3.1.

Embracing New Roles and Processes

2.5.3.2.

Building Commitment

2.5.3.3.

Establishing New Identity

2.6.

The Change Curve (Kübler-Ross Adaptation)

2.6.1.

Shock and Denial

2.6.1.1.

Initial Reactions to Change

2.6.1.2.

Information Processing Difficulties

2.6.2.

Anger and Frustration

2.6.2.1.

Emotional Responses

2.6.2.2.

Blame and Resistance

2.6.3.

Depression and Exploration

2.6.3.1.

Coping with Loss

2.6.3.2.

Gradual Acceptance

2.6.4.

Experimentation

2.6.4.1.

Trying New Approaches

2.6.4.2.

Building Confidence

2.6.5.

Decision and Integration

2.6.5.1.

Accepting and Adopting Change

2.6.5.2.

Full Commitment to New State

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3. The Change Management Process: A Phased Approach