Change Management Models

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This presentation is a collection of PowerPoint diagrams and
templates used to convey 25 different Change Management models
and frameworks.
Change Management
Models
Diagrams and Templates of Change Management
Models and Frameworks

© Operational Excellence Consulting. All rights reserved. 3
Contents
1. The Change Curve Model
2. Bridges’ Transition Model
3. Lewin’s Three Stage Change Model
4. Impact Analysis
5. Leavitt’s Diamond
6. Burke-Litwin’s Change Model
7. The McKinsey 7S Framework
8. The ADKAR Change Model
9. Kotter's Eight Phases of Change
10. The Training Needs Analysis Framework
11. The Power/Interest Grid for Stakeholder
Prioritization
12. Osgood-Schramm’s Communication
Model
13. Szpekman’s Communication
Framework
14. The Johari Window
15. The ADDIE Model
16. The Conscious Competence Learning
Model
17. Kirkpatrick’s Four-Level Training
Evaluation Model
18. The PDCA Cycle
19. Six Sigma Quality Improvement (DMAIC)
20. Business Process Reengineering (BPR)
21. Xerox Benchmarking Model
22. Project Management Body of Knowledge
(PMBoK)
23. PRINCE2 Project Management
24. Managing Successful Programmes (MSP)
25. Management of Risks (M_o_R)
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The Change
Curve Model

Insert Header
Insert bumper – takeaway statement
The Change Curve Model (TEMPLATE)
Source: Elisabeth Kubler-Ross
Stage 1 2 3 4
State Status quo Disruption Exploration Rebuilding
Reaction Shock, Denial Anger, Fear Acceptance Commitment
Positive
Negative
Impact

Bridges’
Transition Model

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Bridges’ Transition Model (TEMPLATE)
Source: William Bridges
Time
Importance
Ending,
Losing,
Letting Go
The
Neutral
Zone
The New
Beginning

Lewin’s Three
Stage Change
Model

Lewin’s Three Stage Change Process – Practical Steps
Source: Kurt Lewin
1. Determine what needs
to change
2. Ensure there is strong
support from upper
management
3. Create the need for
change
4. Manage and understand
the doubts and
concerns
Unfreeze RefreezeChange
1. Communicate often
2. Dispel rumors
3. Empower action
4. Involve people in the
process
1. Anchor the changes into
the culture
2. Develop ways to sustain
the change
3. Provide support and
training
4. Celebrate success!
Lewin’s Change Model

Planning Change
2

Impact Analysis is a technique designed to unearth the “unexpected”
negative effects of a change on an organization
Impact Analysis Process
Impact
Analysis
Roadmap
Evaluate
Impacts
Brainstorm
Major Areas
Affected
Identify All
Areas
Prepare for
Impact
Analysis
Manage
the
Consequences

Leavitt’s
Diamond

Insert Header
Leavitt’s Diamond (TEMPLATE)
Task Technology
People
Structure
Source: Harold J. Leavitt

The Burke-Litwin Change Model describes the causal relationships
among the key factors that affect performance, and determine how
change occurs in an organization
The Burke-Litwin Change Model
Source: Burke and Litwin
Mission &
Strategy
Structure
Task &
Individual
Skills
Organizational
Culture
Systems
(Policies &
Procedures)
Individual
Needs &
Values
Management
Practices
Work Unit
Climate
Motivation
External Environment
Leadership
Individual &
Organizational
Performance
Feedback
Feedback

Dimensions of Burke-Litwin change model
Dimensions of Model Key Questions
1. External Environment  What are the key external drivers
 How are these likely to impact on the organization?
 Does the organization recognize these?
2. Mission & Strategy  What does top management see as the organization’s
mission and strategy?
 Is there a clear vision and mission statement?
 What are employees’ perceptions of these?
3. Leadership  Who provides overall direction for the organization?
 Who are the role models?
 What is the style of leadership?
 What are the perspectives of employees?
4. Organizational Culture  What are the overt and covert rules, values, customs, and
principles that guide organizational behavior?

Dimensions of Burke-Litwin change model
Dimensions of Model Key Questions
9. Task and Individual Skills  What are the task requirements and individual skills/
abilities/knowledge needed for task effectiveness?
 How appropriate is the organization’s “job-person” match?
10. Individual Needs &
Values
 What do staff members value in their work?
 What are the psychological factors that would enrich their
jobs and increase job satisfaction?
11. Motivation  Do staff feel motivated to take the action necessary to
achieve the organization strategy?
 Of factors 1 through 10, which seem to be impacting
motivation the most?
12. Individual &
Organizational Performance
 What is the level of performance in terms of productivity,
customer satisfaction, quality and so on?
 Which factors are critical for motivation and therefore
performance?

The McKinsey 7S framework highlights seven internal aspects of an
organization that need to be aligned if it is to be successful
Structure
SystemsStyle
Staff
Skills Strategy
Shared
Values
Source: McKinsey
Soft Elements
Hard Elements
McKinsey 7S Framework

Description of the McKinsey 7S framework elements
Source: McKinsey
McKinsey 7S Framework
Elements Description
Strategy The plan devised to maintain and build competitive
advantage over the competition.
Structure The way the organization is structured and who reports
to whom.
Systems The daily activities and procedures that staff members
engage in to get the job done.
Shared Values Called “superordinate goals” when the model was first
developed, these are the core values of the company
that are evidenced in the corporate culture and the
general work ethic.
Style The style of leadership adopted.
Staff The employees and their general capabilities.
Skills The actual skills and competencies of the employees
working for the company.

The ADKAR
Change Model

Insert Header
The ADKAR Change Model (TEMPLATE)
Source: Prosci® ADKAR® Model
Awareness
Desire
Knowledge
Ability
Reinforcement
 Awareness of the need for
change
 Reinforcement to sustain the
change
 Knowledge on how to change
 Desire to participate and
support the change
 Ability to implement required
skills and behaviors

The ADKAR elements and the factors influencing success
Source: Prosci® ADKAR® Model
The ADKAR Change Model
ADKAR Elements Factors Influencing Success
Knowledge
of how to change
 The current knowledge base of an individual
 The capability of this person to gain additional
knowledge
 Resources available for education and training
 Access to or exercise of the required knowledge
Ability
to implement required skills and
behavior
 Psychological blocks
 Physical capabilities
 Intellectual capability
 The time available to develop the needed skills
 The availability of resources to support the
development of new abilities

Implementing Change
3

Kotter's Eight Phases of Change
Source: John Kotter
Need for
Change
Change
Behavior
Change
Direction
Change
Sustainability
1. Establish a
Sense of
Urgency
2. Form a
Powerful
Guiding
Coalition
3. Create a
Vision
4.
Communicate
the Vision
5. Empower
Others to Act
on the Vision
6. Plan for and
Create Short
Term Wins
7. Consolidate
Improvements
& Produce
More Change
8.
Institutionalize
New
Approaches
Committed
Leadership
Kotter's Change Model

Kotter’s Change Model is a systematic approach to achieving
successful, sustainable change by breaking down the change
process into eight phases
5.
Empower people
to clear
obstacles
5.
Empower people
to clear
obstacles
7.
Consolidate
and keep
moving
7.
Consolidate
and keep
moving
8.
Anchor
8.
Anchor
 Get rid of obstacles
 Change structures
and systems that
obstruct the change
effort
 Encourage risk taking
and non-traditional
ideas, activities and
actions
 Plan for visible
performance
improvements
 ‘Create’ and declare
the wins
 Visibly recognize and
reward those who
made the wins
possible
 Build on growing
credibility to
gradually change all
systems, structures
and policies that
don’t fit in the vision
 Hire, promote and
develop successful
changers
 Reinvigorate the
change process with
new projects, themes
and change agents
 Improve performance
through customer
and productivity
orientation and more
effective leadership
and management
6.
Secure
Short-term
wins
Source: John Kotter
Kotter’s Eight Phases of Change (Phases 5 to 8)

The Training Needs Analysis (TNA) framework provides a systematic
approach to identify gaps in employee training and related training needs
The TNA Framework
Source: Blanchard & Thacker
Performance
Gap
Performance
Gap
Person
Analysis
Person
Analysis
Organizational
Analysis
Organizational
Analysis
Operational
Analysis
Operational
Analysis
Non-Training
Needs
Non-Training
Needs
Training
Needs
Training
Needs
Identify
Performance
Discrepancy
and its Causes
Identify
Performance
Discrepancy
and its Causes

Communicating Change
4

The Power/Interest Grid for Stakeholder Prioritization is a useful tool for
stakeholder analysis in the change management process
The Power/Interest Grid
Manage
Closely
Keep
Satisfied
Monitor
(Minimum Effort)
Keep
Informed
Interest
Power
HighLow
Low
High

Insert Header
The Power/Interest Grid for Stakeholder Prioritization (TEMPLATE)
Manage
Closely
Keep
Satisfied
Monitor
(Minimum Effort)
Keep
Informed
Interest
Power
HighLow
Low
High

The Osgood-Schramm communication model depicts that coding and
decoding are the two essential processes of an effective communication
The Osgood-Schramm’s Model of Communication
Source: Osgood & Schramm
Message
Interpreter
Encoder
Decoder
Interpreter
Decoder
Encoder
Message

Szpekman’s
Communication
Framework

Insert Header
Szpekman’s Communication Framework (TEMPLATE)
Source: Andy Szpekman
Communication
Leadership Managers Measures
Structure/
Process
Rewards
Knowledge/
Skill Emphasis
Competency models
Hiring processes
Orientation programs
Training and development
Feedback and coaching
Talent planning
Performance management
360 degree feedback
Employee surveys
Performance metrics and
benchmarks
Communication plans
Print and electronic media
Face-to-face communication
Compensation plans
Benefits
Recognition programs
Promotions
Organization structure
Career paths
Policies and procedures
Roles and responsibilities
Tools and support
Vision and strategy
Agenda items
Questions
Praise
Resources
Assignments
Symbolic behavior

Insert Header
Szpekman’s Three-Step Communication Process (TEMPLATE)
Source: Andy Szpekman
Step 1:
Define Manager
Communication
Accountabilities
Step 2:
Motivate Managers
to Communicate
Step 3:
Provide Training
& Tools

The Johari
Window

Insert Header
The Johari Window (TEMPLATE)
Source: Joseph Luft & Harry Ingham
1: Open
Area
2: Blind
Area
3: Hidden
Area
4: Unknown
Area
Feedback
Shared Discovery
Self-Disclosure
Self-Discovery
Ask
Tell
Known by Others
Unknown by Others
Known by Self Unknown by Self

The ADDIE
Model

Insert Header
The ADDIE Model (TEMPLATE)
Evaluation
Implementation Development
Design
Analysis

The Conscious
Competence
Learning Model

Insert Header
Source: Noel Burch (Gordon Training International)
The Conscious Competence Learning Model (TEMPLATE)
Incompetent Competent
Competence
Consciousness
UnconsciousConscious
Unconscious
Incompetence
Unconscious
Competence
Conscious
Competence
Conscious
Incompetence

Kirkpatrick’s Four-
Level Training
Evaluation Model

DESCRIPTION
Level 1:
Reaction
Level 1:
Reaction
 This level measures how the learners react to the training. Attitude questionnaires
are often used. This level measures the learner's perception (reaction) of the
course. This level is not indicative of the training's performance potential as it does
not measure what new skills the learners have acquired or what they have learned
that will transfer back to the working environment.
Level 2:
Learning
Level 2:
Learning
 This is the extent to which participants change attitudes, improve knowledge, and
increase skill as a result of the learning process. This level requires some type of
post-testing to ascertain what skills were learned during the training. The post-testing
is only valid when combined with pre-testing. Measuring the learning that takes place
in a training program is important in order to validate the learning objectives.
Level 3:
Behavior
Level 3:
Behavior
 This evaluation involves testing the students capabilities to perform learned skills
while on the job, rather than in the classroom. Evaluations can be performed
formally (testing) or informally (observation). It determines if the correct performance
is now occurring by answering the question, “Do people use their newly acquired
learnings on the job?”
Level 4:
Results
Level 4:
Results
 This level of evaluation measures the training program's effectiveness, that is, “What
impact has the training achieved?” Impact informs you of the return the organization
receives from the training. Decision-makers prefer this.
Description of Kirkpatrick’s Four-Level Training
Evaluation Model
Kirkpatrick Model

Improving Processes
6

PDCA (Plan–Do–Check–Act) is an iterative four-step management
method used in business for the control and continuous improvement
of processes and products
Act
Check
Do
Plan
Establish objectives &
processes necessary
to deliver results
Improve product
and process
performance
Monitor, measure,
analyze and report
results
Implement the
plan
Source: Adapted from W. E. Deming
PDCA Cycle

Six Sigma Quality
Improvement
(DMAIC)

 Identify the critical
business issues
and concerns
 Understand the
current process
and it’s customers
 Characterize the Y
and potential X’s
 Collect data for
process elements
 Verify/quantify
important X’s
 Identify factors
(X’s) that have an
influence on the
business issue.
 Implement
solutions to
improve Y
 Adjust the factors
that influence the
business concerns
 Manage important
X’s and monitor the
Y over time
 Mange routine or
day-to-day
operations for
these critical
factors
 DMAIC allows for the utilization of multiple tools and techniques when improving
processes; including statistics and Lean techniques.
 The Control phase allows teams to develop a process to ensure improvement
results will be sustained over the long-term.
Define
Opportunity
Define
Opportunity
Measure
Performance
Measure
Performance
Analyze
Opportunity
Analyze
Opportunity
Improve
Performance
Improve
Performance
Control
Performance
Control
Performance
Each step in the DMAIC process is required and results in
deliverables that ensures the team is focused on key process
performance measures
Six Sigma DMAIC Roadmap

Business
Process
Reengineering
(BPR)

Insert Header
BPR Model (TEMPLATE)
1.
Determine Scope
& Goal
1.
Determine Scope
& Goal
3.
Install
Management
3.
Install
Management
4.
Implement &
Integrate
4.
Implement &
Integrate
Indicator for need:
 Conflicts
 Meetings
 Non-structure
communication
 Strategic dialog
Key elements:
 Focus on output
requirements
 Critical success
factors
 Efficiency
Key elements:
 Define
management tools
 Performance
measurement
 Learning
 Compensation
Key elements:
 Install
management
 Manage change
management
2.
Redesign Process
Structure
Source: Hammer & Campy, 1993

Xerox
Benchmarking
Model

1. IDENTIFY WHAT IS TO BE BENCHMARKED1. IDENTIFY WHAT IS TO BE BENCHMARKED
2. IDENTIFY COMPARATIVE COMPANIES2. IDENTIFY COMPARATIVE COMPANIES
3. DETERMINE DATA COLLECTION METHOD AND COLLECT DATA3. DETERMINE DATA COLLECTION METHOD AND COLLECT DATA
4. DETERMINE CURRENT PERFORMANCE “GAP”4. DETERMINE CURRENT PERFORMANCE “GAP”
5. PROJECT FUTURE PEROFMANCE LEVELS5. PROJECT FUTURE PEROFMANCE LEVELS
6. COMMUNICATE BENCHMARK FINDINGS AND GAIN ACCEPTANCE6. COMMUNICATE BENCHMARK FINDINGS AND GAIN ACCEPTANCE
7. ESTABLISH FUNCTIONAL GOALS7. ESTABLISH FUNCTIONAL GOALS
8. DEVELOP ACTION PLANS8. DEVELOP ACTION PLANS
9. IMPLEMENT SPECIFIC ACTIONS AND MONITOR PROGRESS9. IMPLEMENT SPECIFIC ACTIONS AND MONITOR PROGRESS
10. RECALIBRATE BENCHMARKS10. RECALIBRATE BENCHMARKS
 LEADERSHIP POSITION ATTAINED
 PRACTICES FULLY INTEGRATED INTO PROCESSES
Phase 1:
PLANNING
Phase 2:
ANALYSIS
Phase 3:
INTEGRATION
Phase 4:
ACTION
MATURITY
Insert Header
Source: Robert C. Camp
Xerox Benchmarking Model (TEMPLATE)

Project
Management Body
of Knowledge
(PMBoK)

Insert Header
PMBoK Project Management (TEMPLATE)
Initiating
Processes
Initiating
Processes
Planning
Processes
Planning
Processes
Controlling
Processes
Controlling
Processes
Executing
Processes
Executing
Processes
Closing
Processes
Closing
Processes
Source: Project Management Institute

Insert Header
PMBoK Comprises Five Groups of Processes (TEMPLATE)
Initiating
Processes
Closing
Processes
Planning Processes
Executing Processes
Monitoring & Control Processes

Insert Header
PMBoK Triangle of the Process Groups (TEMPLATE)
Executing Processes
Initiating
Processes
Closing
Processes
Planning Processes
Monitoring &
Control Processes
Executing Processes
Initiating
Processes
Closing
Processes
Planning Processes
Monitoring &
Control Processes
Executing Processes
Initiating
Processes
Closing
Processes
Planning Processes
Monitoring &
Control Processes
Project
Process
Group
Life Cycle
Phase PhasePhase

Insert Header
PMBoK Project Management (TEMPLATE)
Integration
Management
Integration
Management
Scope ManagementScope Management
Time
Management
Time
Management
Cost ManagementCost Management
Quality
Management
Quality
Management
Human Resource
Management
Human Resource
Management
Communication
Management
Communication
Management
Risk
Management
Risk
Management
Procurement
Management
Procurement
Management
PMBOK Project ManagementPMBOK Project Management

PRINCE2 is a process-driven project management method for
managing and directing successful projects
Corporate / Programme ManagementCorporate / Programme Management
Directing a ProjectDirecting a Project
Starting Up
a Project
Starting Up
a Project
Managing
Stage
Boundaries
Managing
Stage
Boundaries
Controlling
a Stage
Controlling
a Stage
Initiating a
Project
Initiating a
Project
Managing
Product
Delivery
Managing
Product
Delivery
Closing a
Project
Closing a
Project
PlanningPlanning
Source: Office of Government Commerce (OGC)
PRINCE2 Project Management

Managing
Successful
Programmes
(MSP)

Insert Header
MSP Programme Structure (TEMPLATE)
Source: OGC
Sponsoring Group
Senior
Responsible
Owner
Sponsor
Sponsor
Sponsor
Programme
Manager
Sponsor
SponsorBusiness
Change
Manager
Sponsor
SponsorBusiness /
service delivery
team
Sponsor
SponsorProject delivery
team
Deliver
output
Embedding
changes
Programme
Office

Management of
Risk (M_o_R)

Insert Header
Management of Risk (M_o_R) Framework (TEMPLATE)
Source: OGC
Communicate
M_o_RApproach
RiskManagement
ProcessGuide

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