Change Management Models

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This presentation is a collection of PowerPoint diagrams and
templates used to convey 24 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. Szpekman’s Communication
Framework
13. The Johari Window
14. The ADDIE Model
15. The Conscious Competence Learning
Model
16. Kirkpatrick’s Four-Level Training
Evaluation Model
17. The PDCA Cycle
18. Six Sigma Quality Improvement
(DMAIC)
19. Business Process Redesign (BPR)
20. Xerox Benchmarking Model
21. Project Management Body of
Knowledge (PMBoK)
22. PRINCE2 Project Management
23. Managing Successful Programmes
(MSP)
24. 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

Insert Header
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 oftern
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
1.
Establish a sense
of urgency
1.
Establish a sense
of urgency
3.
Develop a
clear vision
3.
Develop a
clear vision
4.
Share the
vision
4.
Share the
vision
Research market
Analyze competition
Identify and discuss
(potential) crisis and
opportunities
Form a powerful and
influential coalition to
lead the charge
Align this guiding
coalition to work like
a team
Create a vision to
direct the change
effort
Develop strategies to
realize the vision
Use every possible
way to communicate
the new vision and
strategies
Let guiding coalition
members be role
models for the rest of
the organization
2.
Create a
coalition
Source: John Kotter
Kotter’s Eight Phases of Change (Phases 1 to 4)
(see next slide for phases 5-8)

The Training
Needs Analysis
Framework

Insert Header
Source: Blanchard & Thacker
The TNA Framework (TEMPLATE)
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

The Power/Interest
Grid for
Stakeholder
Prioritization

The Power/Interest Grid for Stakeholder Prioritization - Example
The Power/Interest Grid
Manage
Closely
Keep
Satisfied
Monitor
(Minimum Effort)
Keep
Informed
Interest
Power
HighLow
Low
High
Emily
Thorn
Oliver Stone
Daniel Grayson
Jack Porter
Amanda Clarke
Barry Allan
Bruce Wayne
Sheldon Cooper
ILLUSTRATIVE
Red – Blocker / Critic
Orange – Neutral
Green – Advocate / Supporter
In this example, it can be
seen that a lot of effort
needs to be put into
persuading Daniel and
Jack of the benefits of the
project. Emily and Amanda
also need to managed well
as powerful supporters.

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)
Step 1:
Define Manager
Communication
Accountabilities
Step 2:
Motivate Managers
to Communicate
Step 3:
Provide Training
& Tools

Insert Header
Szpekman’s Three-Step Communication Process (TEMPLATE)
Open huddleOpen huddle
Clarify topic and
challenges
Clarify topic and
challenges
Develop
solutions
Develop
solutions
Agree on actionsAgree on actions
Close the huddleClose the huddle

The Johari Window is a communication model that is used to improve
understanding between individuals
The Johari Window
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

Training for Change
5

ADDIE Model is a systematic instructional design model comprising five
phases: Analysis, Design, Development, Implementation & Evaluation
The ADDIE Model
Evaluation
Implementation Development
Design
Analysis

Description of the ADDIE model elements
DESCRIPTION
A systematic exploration of the way things are and the
way things should be and the difference is the
performance gap.
If the analysis identifies a performance gap, the design
phase will outline the performance objectives.
Using the information gathered in the analysis and
design phases, the performance solution is created.
This stage includes the delivery of the performance
solution.
Measurement of how well the performance solution
achieved the objectives.
AnalysisAnalysis
DesignDesign
DevelopmentDevelopment
ImplementationImplementation
EvaluationEvaluation
The ADDIE Model

The Conscious Competence Learning Model relates to the
psychological states involved in the process of progressing from
incompetence to competence in a skill
The Conscious Competence Learning Model
Source: Noel Burch (Gordon Training International)
Incompetent Competent
Competence
Consciousness
UnconsciousConscious
Unconscious
Incompetence
Unconscious
Competence
Conscious
Competence
Conscious
Incompetence

DESCRIPTION
Unconscious
Incompetence
Unconscious
Incompetence
At this level, you are blissfully ignorant: you have a complete lack of
knowledge and skills in a specific area, and you're unaware of this. Your
confidence therefore far exceeds your abilities.
Conscious
Incompetence
Conscious
Incompetence
By this stage, you have discovered that you need to learn new skills. You
realize that others are much more competent than you are, and that they
can easily do things that you are struggling with.
Conscious
Competence
Conscious
Competence
At this level, you know that you have acquired the skills and knowledge
you need. You put your learning into practice regularly, and you gain
even more confidence as you use your new skills.
Unconscious
Competence
Unconscious
Competence
At this level, you use your new skills effortlessly, and you perform tasks
without conscious effort. You are completely confident of success. Once
you master one set of skills, it's important to learn more if you want to
continue to grow.
Description of the Conscious Competence Learning Model
The Conscious Competence Learning Model

The Kirkpatrick’s Four-Level Training Evaluation Model can you to
objectively analyze the effectiveness and impact of your training
Results
To what degree targeted outcomes
occur, as a results of the learning
event(s) and subsequent
reinforcement
Behavior
To what degree participants apply
what they learned during training
when they are back on the job
Learning
To what degree participants acquire
the intended knowledge, skills and
attitudes based on their
participation in the learning event
Reaction
To what degree participants react
favorably to the learning event
Level 1
Level 4
Level 3
Level 2
Source: Donald Kirkpatrick

Insert Header
Source: Donald Kirkpatrick
Kirkpatrick’s Four-Level Training Evaluation Model (TEMPLATE)
Results
Behavior
Learning
Reaction
Level 4
Level 3
Level 1
Level 2

The PDCA Cycle

Insert Header
PDCA Cycle (TEMPLATE)
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

DMAIC is a data-driven improvement cycle used for improving,
optimizing and stabilizing business processes
Six Sigma
DMAIC
Roadmap
Improve
Measure
Analyze
Define
Control
Define the problem
or opportunity
Measure the current
performance and
capability
Analyse to identify
root causes
Improve by
implementing potential
solutions
Control by
standardizing solution
and monitoring
performance
Six Sigma DMAIC Roadmap

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
Redesign
(Hammer & Campy)

Insert Header
Business Process Redesign (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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