Change management models
Key takeaways
Different change models suit different scales of change and different human impacts.
- Use Lewin’s three stages to frame straightforward organisational change from start to stabilisation.
- Apply Kotter’s eight steps when coordinating large, complex transformation programmes.
- Use Senge’s systems view to understand how change spreads and affects individual staff over time.
- Borrow Satir and Kübler-Ross to anticipate emotional responses and reduce disruption during change.
- Use ADKAR to diagnose and build individual readiness through Awareness, Desire, Knowledge, Ability, and Reinforcement.
- Apply McKinsey 7-S to align key organisational elements and track progress and issues clearly.
Introduction
Some change management models can be used to analyse change on an enterprise level. Others are best suited to understanding how change affects individual members of staff.
Below, we have information on some of the most popular change models.
If you are looking to become a change manager, or are seeking more in-depth coverage of these models, we recommend that you seek out a professional change management qualification and attend a dedicated change management course which will help you develop the skills required by change managers.
Lewin change model
Developed by Kurt Lewin in the 1940’s, this model remains a cornerstone of organisational change – using a simple 3-step method to successfully implement change in organisations both large and small.
Read more about Lewin’s model see a colourful infographic here: Lewin change management model.
Kotter change model
Kotter’s 8-step model is suitable for large change initiatives in complex organisations. Kotter expanded on the work of Kurt Lewin to develop a more complex, more intricate model for the management of change.
Read more about Kotter’s model and see a colourful infographic here: Kotter’s change model.
Peter Senge model
Peter Senge looked at change in terms of biological and ecological metaphors. Using this perspective, he developed a robust model for the management of change, particularly regarding the effect on individual members of staff.
Read more about Senge’s change model and see a colourful infographic here: Senge’s change model.
Satir change model
Virginia Satir was an author and therapist. Satir’s model was made to help therapists understand the human response to death and trauma. Interestingly, this model was quickly appropriated by quick-thinking change managers and repurposed to help reduce the impact of change on businesses.
Read more about Satir’s model and see a colourful infographic here: Satir change model.
ADKAR model
The ADKAR model breaks change into 5 component elements – Awareness, Desire, Knowledge, Ability, and Reinforcement. The ADKAR model is also a key element of the Prosci change management methodology.
Read more about ADKAR and see a colourful infographic here: ADKAR model.
McKinsey 7-S model
The McKinsey 7-S model is a technique used by change managers and business analysts alike. Based on academic research and practical experience, the McKinsey model helps change managers coordinate change programmes, tracking their progress, resolve issues, and facilitate transparent, effective communication.
Read more about the McKinsey 7-S model here.
Kübler-Ross change curve
Another odd accompaniment to the change managers’ arsenal, the Kübler-Ross curve, was designed to model the human reaction to loss and grief. Once again, change managers saw this as a good way to understand the impact of business change on human lives and appropriated the model for their own use.
Read more about the Kübler-Ross change curve and see a colourful infographic here: Kübler-Ross change curve.