Key Points

• Many of the top change management models focus on emotional well-being as you navigate the nature of change.
• Change can be a difficult process, especially for larger, entrenched organizations.
• Proper change management is about making changes that last and are viable.

What change management models are in constant use today? Change management is one of the vital components needed for enacting lasting, viable change. However, it always helps to have a guideline or framework within which to operate, hence the need for models. That said, there is more than one way to approach change management, as you’ll see today.

We’re looking at some of the top change management models in use by corporations worldwide. As such, if you’re looking for solid methodologies to approach organizational change, you’ll want to stick with a model. Without further ado, let’s dive right in and explore some of the ins and outs of change management models.

What Is Change Management?

Change management is a means for leadership and managers to provide lasting, meaningful change in an organization. Typically this is done in the confines of a project, but can also be used to enact organizational change, transforming the whole fabric of a company.

Change management as a methodology has only been in existence for the last quarter century or so, but the principles behind enacting lasting organizational or project changes have been around since the start of industry more or less.

In the modern era, businesses need to be nimble, adapting to things as they occur. This is where changes come into play, with leadership and project managers alike having to contend with whatever setbacks arise throughout.

Why Use a Change Management Model?

You could forego the use of change management models in your organization, but you’re doing yourself a great disservice to do so. Change management models function much like the many tools used throughout the likes of something like Lean Six Sigma. If you’re a practitioner of any level, you’re likely familiar with DMAIC and DFSS.

You wouldn’t go through the process improvement cycle without a model or approach in mind. So, why should you do the same when trying to enact change? Like it or not employees and leadership alike can be averse to the likes of change, digging in their heels and refusing to get with the program.

Change management models can ease this transition, taking things in stride while navigating the difficulties that arise when trying to mix it up. As such, if you’re dealing with stubborn senior leadership or something isn’t working in a project, then change management might be in order.

The Best Change Management Models In Use Today

Are you looking for the best sort of change management model to get your business prepped for whatever it may face? Well, you’re in the right place to learn about some of the most exciting models you can use in your business. These aren’t meant to mix and match, so if you do choose one and start sorting through the documentation, make sure you’re keeping the methodology of that model in mind.

That said, you might find that some of these models don’t work as well as others when it comes to your workflow. The great thing about the models highlighted is that you can readily start using another. My recommendation is that you start on a small project first, preferably something internal.

This gives you the means of testing the efficacy of the model for the operations in your organization without anything at risk of damage. That way, if you find a model that doesn’t suit your team or organization, you can readily try another one and be no worse for the wear.

Lewin’s Change Management Model

One of the simplest change management models you’ll find is Lewin’s. This operates in three phases or stages, with the end result being successful change. The three phases are Unfreeze, Change, and Refreeze. In a nutshell, this means you’re preparing a project for change, changing it, and then finalizing those results.

This is a simple process, but a time-consuming one. As such, it isn’t well suited for organizations looking at enacting rapid change. The three phases are often encouraged to be divided into subphases, allowing for more granular control over the change process.

That said, it is one of the top change management models in existence today. Lewin’s is easy enough for most teams to grasp, thanks in part to fewer moving parts compared to other models. As you’ll see throughout today’s piece, they can get quite involved.

McKinsey 7-S Model

Acting as a complete counterpoint to Lewin’s Change Management Model is the McKinsey 7-S Model. As the name might denote, you’ve got seven distinct components, each starting with the letter S. They are as follows: Strategy, Structure, Systems, Shared Values, Style, Staff, and Skills. Now, these phases aren’t meant to be approached in sequential order.

Instead, the flexibility of this change management model comes from how a team approaches it. You can see definitive and empirical cause-and-effect as you move through each S, allowing your team to address weaknesses as they arise.

While this is a far more complex model than others, it is well-suited for enacting complete organizational change. By taking a closer look at the hard and soft elements of your organization’s composition, you can pivot through each S with a clearer understanding of the changes needed to make lasting, meaningful changes.

Nudge Theory

Coming right off the heels of McKinsey is another rather complex model. Nudge theory is less conceptual and more about action. Like McKinsey, you’ve got seven distinct phases. However, this is more familiar territory for those entrenched in something like DMAIC.

You start with identifying the expected change before identifying stakeholders. From there you gather up data to support your change and take the time to set milestones and a timeline for the expected results. Nudge theory operates off change being a choice, rather than the expected result.

Finally, this change management model relies on communication to make lasting changes. It can be thought of as a more intuitive approach for most businesses looking to change a process, project, or the entire culture of the organization.

ADKAR

Flipping the notion of change management models on its head is the ADKAR model. Rather than focus on a top-down approach like some models, this goes from the bottom-up. As such, you have a nonlinear method with five phases as the name might imply. ADKAR is short for Awareness, Desire, Knowledge, Ability, and Reinforcement.

When properly adhering to the model, you’re communicating. Much like Nudge theory, this is a change management model that benefits from employees communicating with leadership. You want to listen to the rank-and-file here, as they might be able to point out deficiencies with the current thinking.

This is a people-centric method of enacting change, and it encourages employees to participate in the entire process. As such, if you’re a very team-driven workplace, this might be an ideal change management model. ADKAR sees use in methodologies like design thinking, which also relies on communication to intuitively navigate product design.

Kubler-Ross Change Curve

This change management model has a basis in psychology. The five phases contained within it are familiar if you’ve gone through the grieving process. However, this is just as applicable to the nature of change within an organization. For those unfamiliar with the Kubler-Ross Change Curve, you’ve got Denial, Anger, Bargaining, Depression, and Acceptance.

Now, these are a common sight to see within grief, but are also applicable to the nature of change within an organization. It can be easy to point at hard numbers, but people are variable and unpredictable. As such, when you start enacting lasting change, there might come a time when you’re met with anger and resistance from more senior members of staff.

This is a change management model built off the likes of empathy, making it an ideal fit for organizations that put empathy first. Acknowledging your employees’ emotional state can be an ideal way of enacting lasting changes.

Bridges’ Transition Model

The Bridges’ Transition Model is a counterpart of sorts to the Kubler-Ross Change Curve. This is another change management model that focuses on the emotional state of your employees as they navigate the nature of change.

The difference here is that Bridges’ Transition Model doesn’t look at change as a transformative journey. Instead, it is treated as a singular event, which is entirely up for debate. No matter your take on the matter, plenty is supporting this change management model.

This one has three phases, an Ending, the Neutral Zone, and a New Beginning. It is up to leadership to navigate the phases, ideally pushing employees to the Neutral Zone so meaningful change can take place.

Satir Change Model

We’ve got quite a few models centered around emotional wellbeing, but for good reason. The Satir Change model is another counterpart to the likes of the Bridges’ Transition Model or the Kubler-Ross Change Curve. However, this change management model focuses on preparing employees mentally for the chaos that might result from a change.

Negative reactions are never fun to deal with, but the Satir Change Model accounts for these, considering them a natural part of the process. As such, if you’re looking to get more senior leadership on board, this might be the change management model for you.

When coupled with something like DMAIC, you’ve got the potential for great results.

Kotter’s Theory

Rather than accommodating mental health in the workplace, you could opt for something like Kotter’s Theory. This still keeps people at the center of the change experience but guides them throughout with minimal fuss. This is done through eight distinct phases, allowing employees to properly transition into change with ease.

The eight phases are as follows: Create, Build, Form, Communicate, Remove, Focus, Maintain, and Change. When properly instituted, you’ve got the makings for a change management model that is suited for larger organizations.

Maurer 3 Levels of Resistance and Change Model

This is the last of our emotionally-centered change management models, but another one that focuses on dealing with the negative emotions of a change cycle. There are 3 levels, as the name might imply, I don’t get it, I don’t like it, and I don’t like you.

These have corresponding criteria, and it is up to leadership to address the surrounding issues that lead to these three phases. Think of this as less of a blueprint for enacting lasting change, and more of a means of navigating the negative fallout of going through the change process.

Deming Cycle

This is likely familiar territory for any of our Lean Six Sigma Black Belts in the audience. The Deming Cycle, or PDCA, is a change management model that looks at the nuts and bolts of enacting change and doing so nimbly.

You’ve got four distinct phases: Plan, Do, Check, Act. Unlike many of the change management models detailed today, these are intended to be done in sequential order. As such, you’ve got an active map of how to approach change, or simply process improvement as a whole.

Other Useful Tools and Concepts

Looking for some other tips and tricks? You might want to take a closer look at the best tools available for remote teams. Remote work is the wave of the future, and having the right tools for the job will make managing your team and staying on task a far simpler goal to accomplish.

Additionally, you might want to look at how to maintain company culture when pivoting to remote work. Remote work has a fair amount of misinformation surrounding it, but making the right changes will ensure that your company culture and ethos are unscathed when transitioning to a new workflow.

Conclusion

Hopefully, you’ve got the right tools to approach change in your organization. There isn’t a one-size-fits-all solution when it comes to the nature of change. As such, take some time and evaluate which model might work for you.

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