Change Management: Various models explained

Change management is the systematic approach to implement and managing change in any organization. Its objective is to reduce negative impacts of the change on employees, stakeholders, and customers, while maximizing the benefits of change.

There are various theories and models related to change management, developed over the years, that provide a unique perspective on how to manage change within an organization.

Here are some of the well-known change management models:

• Lewin’s Change Management Model
• The McKinsey 7-S Model
• Kotter’s Change Management Theory
• Nudge Theory
• the ADKAR Model
• Bridges’ Transition Model
• Prosci’s ADKAR Model
• The Satir Change Management Model
• The Burke-Litwin Change Model
• The Action Research Model

Each of these models can be applied in different contexts depending on the specific needs and goals of the organization.

Academic Questions on Change Management

Question: What drives organisational change and how can effective HRM positively impact the success rate of a change initiative. Ensure you read the journal articles from Bernard Burnes as well as the Pollack resource on Kotter and cite them. Brief introduction which introduces the question and explains how you will answer it i.e. by using which theories and company examples. Sources of Change – the internal and external factors which produce change; in what way does change come from outside (PEST) or within (Culture, Diversification, Process, Performance). Focus on an example e.g. Lego or the Pollack & Pollack example. Apply and Evaluate models of change management. Compare emergent to planned change approaches in the context of the your organisational example. e.g. apply Kotter’s model to Lego or the Pollack & Pollack example and discuss to what extent the change fits a planned or emergent change perspective. Comparative perspective – bring in other companies to show comparison e.g. technology companies which are more aligned to an emergent change perspective. You can use Kotter’s 8 Step Model to help with the structure here. Models may be selected in relation to appropriateness for type of change and situation, complexity of change and organisation (Lewin, 1947, Three Step Change Management Model (Freeze-Change-Refreeze); Kotter, 1996, 8 Steps model; Emergent Change approaches (Bernard Burnes). How will these models inform HR’s approach to change management? Provide Analysis and Recommendations. Focus on answering the questions. What can HR do to achieve a successful change process. Reflection: You should reflect on how this module has shaped and possibly changed your view on what effective leadership looks like. Additional Themes: Analyse the role of leadership in gaining the commitment of others to change. Role of leadership may include but is not limited to leadership styles, Situational Leadership (Hersey and Blanchard, 1977), timescales, negotiating and influencing skills, Emotional Intelligence (Goleman, 1998), collaborative working techniques, resilience and accountability, openness, positive and adaptable, open to feedback. What kind of leaders should HR seek to recruit and develop? Specify reasons for engaging with stakeholders throughout the change management process. Stakeholders may include but are not limited to internal: team members, line managers, senior managers, board members; external: customers, pressure groups, government agencies; connected: suppliers, partners, contractors. How should HR communicate during the change management process (refer back to the models). Examine tools for implementing and monitoring change. Tools may include but are not limited to roadmaps, flowcharts, cultural mapping, process maps, readiness assessments, Gantt charts, communication and project plans, IT applications such as Asana, performance management to ensure reward for adopting new behaviours. How can HR play a role throughout the change process to ensure progress (refer to the models). Recommend approaches to overcome risks and barriers to change Risks and barriers may include but are not limited to organisational (splinter groups, logistical barrier e.g. remote working, shift work, rising costs, changing priorities, delay tactics); (hostility, sense of loss, resistance to change, depression, refusal to engage). What can HR do to disconfirm the status quo and reduce the resistance to organisational change? Assess practical methods to support individuals throughout the change management process. Practical methods of providing support refers to supporting people through coaching and mentoring and may include learning and development, supervision, one-to-one meetings, team meetings, workshops, setting an example, use of specialist advice and support. Analyse methods for monitoring and measuring the impact of planned change. Methods may include but are not limited to periodic reporting, surveys and questionnaires, interviews, benchmarking activities, mystery shopper, scorecards, data and metrics, audits, targets, workshops, observation, conversations, regular meetings. Discuss approaches to embed and sustain planned change in an organisation. Approaches may include but are not limited to overcoming barriers, meeting objectives, achieving planned benefits, periodic monitoring, key performance indicators (KPIs), continuous professional development (CPD) requirements. How could HR see if a visible culture change has taken place?