Kubler Ross Model

Elisabeth Kubler-Ross was a Swiss physician/researcher who undertook seminal work on

the grief process. The Kubler-Ross model, was first introduced in her 1969 book "On
Death and Dying" in which she describes five stages of emotional and psychological
response to grief, tragedy and catastrophic loss.

In summary, the 5 stages of the Kubler-Ross model are:
(1) Denial - This is usually a temporary initial response along the lines of: "I feel
fine... this can't be happening to me..."
(2) Anger - Once the realisation that denial cannot continue then anger sets in:
"Why me? It's not fair!"; Who is to blame?"
(3) Bargaining - This stage involves the hope that the individual can somehow
postpone or delay the inevitable. "Just give me a bit longer. just let me finish..
"
(4) Depression - During this fourth stage, the person begins to understand the
certainty of what is going to happen:" What's the point? I cant go on?"
(5) Acceptance - This final stage comes with a measure of peace and
acceptance of the inevitable. "It's going to be okay. can't fight it, I may as well
prepare for it."

ADkAk CnANGL MCDLL

The ADKAR change model was first published by Prosci in 1998. Prosci describe
themselves as the recognised leader in business process design and change
management research, and as the world's largest provider of change management and
reengineering toolkits and benchmarking information.
The ADKAR change model is founded on 2 basic ideas:
(1) It is people who change, not organisations.
(2) Successful change occurs when individual change matches the stages of
organisational change.
For successful change to occur at the individual level people need to move through each
of these stages:
1. Awareness of the need for change.
2. Desire to make the change happen.
3. nowledge about how to change.
4. Ability to implement new skills and behaviors.
5. #einforcement to retain the change once it has been made.
For organisational change to be successful, these individual changes need to progress at
or close to the same rate of progress through the business dimension of change.
ADKAR is a goal-oriented change management model that allows change management
teams to focus their activities on specific business results.
The ADKAR change model was initially used as a tool for determining if change
management activities like communications and training were having the desired results
during organizational change. By identifying the required outcomes or goals of change
management, ADKAR becomes a useful framework for change management teams in the
planning and execution of their work. The goals or outcomes defined by ADKAR are
sequential and cumulative. An individual must obtain each element in sequence in order
for a change to be implemented and sustained. As a manager, you can use this model
to identify gaps in your change management process and to provide effective coaching
for your employees.
The ADKAR model can be used to:
- Diagnose employee resistance to change
- Help employees transition through the change process
- Create a successful action plan for personal and professional advancement
during change
- Develop a change management plan for your employees
The ADKAR model has the ability to identify why changes are not working and
help you take the necessary steps to make the change successful.

KOTTER 8 Step Model

John Kotter's highly regarded books 'Leading Change' (1995) and the follow-up 'The
Heart Of Change' (2002) describe a popular and helpful model for understanding and
managing change

eckhard change equation


Historically, the Beckhard change equation can be seen as a major milestone in the field
of Organisational Development in that it acknowledged the role and importance of
employee involvement in change.
It represented a significant shift in management thinking from the "command and
control" of the industrial age to a people centric approach.
Richard Beckhard has long been considered one of the founders of organisation
development and the creator of the core framework for a large system change. He
articulated a generic change framework, which comprises four main themes:
(1) Determining the need for change - We must be clear why things need to change.
We need to articulate why it is unacceptable and undesirable to conduct business in the
same way. If we are not dissatisfied with the present situation, then there is no
motivation to change.
(2) Articulating a desired future - Ensuring that your employees fully understand and
can picture their future as part of a changed organisation and can see their place in the
new organization.
(3) Assessing the present and what needs to be changed in order to move to
the desired future - Making sure that each employee understands what they need to
know what to do to prepare themselves for the change and what steps they need to take
in order for this change to be successful.
(4) Getting to the desired future by managing the transition - using external
specialist help and appropriate processes.

The change equation is expressed as Dissatisfaction x Vision x First Steps >
#esistance to Change.
Three factors must be present for meaningful organizational change to take place,
namely:
O Dissatisfaction with the status quo
O 'ision of what is possible
O First, concrete steps that can be taken towards the vision