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A Comparison of 5

popular Models for

Managing BusinessChange

Jan 2013


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ChangeManagementModels-aComparison

George Box, a statistician, famously wrote that "essentially, all models are wrong, but some

are useful . The field of change management continues to prove him right.

Organizational change management (OCM) is a structured approach in an organization for

ensuring that changes are smoothly and successfully implemented, and that the lasting

benefits of change are achieved. That is easier said than done.

Nevertheless, there are many management consultants, clinical psychologists and social

scientists who have carried out extensive research on the dynamics of change and proposedmodels and frameworks to understand the same.

We present here a comparison of five popular models. By no means is this list complete. The

complexity and unpredictability of human behavior will ensure that the field of change

management will continuously produce more frameworks to study and more models to adopt.


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KottersEights Steps to Change

Benefits1. Focus on buy-in of employees as the

focus for success

2. Clear steps which can give a

guidance for the process

3. Fits well into the culture of classical

hierarchies

Limitations1. The model is clearly top-down, it

gives no room for co-creation or

other forms of true participation.

2. Can lead to frustrations among

employees if the stages of

grief and individual needs are not

taken into consideration.

John Kotters (1996) eight steps to transforming

organizations are based upon analysis of 100 different

organizations going through change. His research

highlighted eight key lessons which he converted into a

practical eight-step model. Although represented by Kotter

in a linear fashion, experience suggests that it is better to

think of the steps as a continuous cycle to ensure that themomentum of the change is maintained.

Establish aSense ofUrgency

Form a powerful,guiding coalition

Develop a vision& Strategy

Communicatethe vision

RemoveObstacles &

empower action

Plan and createshort-term wins

Consolidategains

Anchor in theculture

More at :http://www.kotterinternational.com/our-principles/changesteps/changesteps


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Bridges Transition Model

Benefits

1. You can use the model to

understand how people feel as you

guide them through change. It

clarifies the psychological effect of

change.

Limitations

1. While the model is useful for

implementing change, it's not a

substitute for other change

management approaches. It cant

be used as an independent change

management model.

The ideas of Bridges(1991) on transition provide a good

understanding of what is going on when an organizational

change takes place. He differentiates between change

and transition, according to him Change is a situational

and happens without people transitioning and transition is

psychological and is a three phase process where people

gradually accept the details of the new situation and thechanges that come with it.

ENDING NEUTRAL ZONE NEW BEGINNING

End what used to be; identify

who is losing what, openlyacknowledge the loss, mark

the endings and continuously

repeat information about what

is changing and why.

Individuals within the

organization feel disorientedwith falling motivation and

increasing anxiety. Ensure that

people recognize the neutral

zone and treat it as part of the

organization's change process.

Gain acceptance of the

purpose; Communicate apicture of how the new

organization will look and feel

; Communicate and gain a

step-by-step understanding of

how the organization will

change

More at : http://www.mindtools.com/pages/article/bridges-transition-model.htm


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Rogers Technology Adoption Curve

Benefits

1. Helps in creating an understanding

of the audience for change.

2. Provides inputs to identify opinion

makers and influencers.

Limitations1. People need not fall into one Change

Adoption Category; they drift from

category to category depending on the

specific change/innovation.

2. The adoption terms are accurate only in

hindsight; they tell you nothing about

how a population might respond to a

change/innovation.

The technology adoption lifecycle model, based on his

theory of diffusion of innovation(1962), describes the

adoption or acceptance of a new product or innovation,

according to the demographic and psychological

characteristics of defined adopter groups. The process ofadoption over time is typically illustrated as a classical

normal distribution or "bell curve." The model indicates

that the first group of people to use a new product is

called "innovators," followed by "early adopters." Next

come the early and late majority, and the last group to

eventually adopt a product are called "laggards.

The curve creates the foundation of 5 step process of

technology adoption- Knowledge, Persuasion, Decision,Implementation, Confirmation

More at : http://en.wikipedia.org/wiki/Diffusion_of_innovations


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Kubler- Ross Five Stage Model

The Change Curve

Benefits

1. An individuals reaction to change is

well captured, this forms a good

foundation to develop

communication strategy

Limitations

1. Not all change is bad. This model

assumes the worst reaction to

change.

2. It is difficult to identify the

transition between stages.

3. Difficult to apply to a group

The Change Curve is based on a model originally

developed in the 1960s by Elisabeth Kubler-Ross to

explain the grieving process. She proposed that a

terminally ill patient would progress through 5 stages of

grief when informed of their illness. By the 1980s, the

Change Curve was a firm fixture in change management

circles. The curve, and its associated emotions, can beused to predict how performance is likely to be affected by

the announcement and subsequent implementation of a

significant change.

More at :

http://www.exeter.ac.uk/media/universityofexeter/humanresources/documents/learningdevelopm


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ProscisADKAR Model

Benefits

1. It encapsulates the business/process

dimension of change and the

individual dimension of change

2. Provides a clear management

checklist to manage change

Limitations

1. Misses out on the role of

Leadership and principles of

programme management to

create clarity and provide

direction to chnage

Developed in 1998 by Prosci, after research with more

than 300 companies undergoing major change projects.

ADKAR is a goal-oriented change management model

that allows change management teams to focus their

activities on specific business results. The model was

initially used as a tool for determining if change

management activities like communications and trainingwere having the desired results during organizational

change.

More at : http:/ /www.change-management.com/tutorial-adkar-overview.htm


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For more information on how PeopleWiz can help you in managing

change, request for CM information pack by writing to

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