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CHANGE MANAGEMENT

MODELS

BY,
ROSALIE
S T RY D E R

WHAT IS CHANGE MANAGEMENT?


Change Management(CM) refers to any
approach to transitioningindividuals,teams,
andorganizations to a desired state.

Organizational Change Management principles and


practices include CM as a tool for change focused solely

on the individual.

CHANGE MODELS ARE


INSTRUMENTS IN THE
SUCCESSFUL
IMPLEMENTATION OF THE
CHANGE PROCESS IN THE
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ORGANIZATION

While There Are Many Change Management


Models, Most Companies Will Choose At
Least One Of The Following Four Models
To Operate Under:

Lewins Change Management Model


McKinsey 7-S Model
Kotters 8 Step Change Model

ADKAR Model

Lewins Change Management Model


It is one of the most popular and
effective models that make it possible
for us to understand organizational
and structured change.
This model was designed and created
by KURT LEWIN in the 1950s, and it
still holds valid today. Three main
stages:
Unfreeze
Change and
Refreeze

UNFREEZE:
Most people make an active effort to resist change. In
order to overcome this tendency, a period of thawing
or unfreezing must be initiated through motivation.
The key here is to explain to people why the existing
way needs to be changed and how change can bring
about profit. This step also involves an organization
looking into its core and re-examining it.
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CHANGE:
Once change is initiated, the company moves into a
transition period, which may last for some time.
Adequate leadership and reassurance is necessary for
the process to be successful.
Communication and time thus are the keys for this stage
to take place successfully.
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REFREEZE:
After change has been accepted, embraced and
successfully implemented, the company becomes
stable again, and staff refreezes as they operate
under the new guidelines.

MCKINSEY 7 S MODEL
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T h e M c k i n s e y 7 - S M o d el O f f er s A H o l i s t i c
A p p r o a c h T o O r g an i z a t i o n .
I t W a s D ev el o p e d By C o n s u l t an t s W o r k i n g
Fo r M c k i n s e y & C o m p a n y I n T h e 1 9 8 0 s
A n d F e a t ur e s S ev e n S t e p s O r S t a g e s Fo r
M an a gi n g C h a n g e .

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Benefits of this model


This model offers ways and methods to understand an
organization and get a deep insight into the way it works.
It integrates both the emotional as well as the practical
components of change that is something that is important
to create ways to enable employees deal with transition
easily.
It considers all parts to be important and equally worth
addressing and thus does not leave out some aspects that
may be of importance.
It also offers directional factor to organizational change.

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Disadvantages of this model


Since all the factors are interrelated and
interdependent on one another, the failing of one part
means failing of all and this is the greatest
disadvantage of this model.
This model is complex as compared to the others and
differences are not focused upon in it.
Organizations that have used this model have
experienced more cases of failure, and this too can be
considered as one negative associated with it.

KOTTERS CHANGE
MANAGEMENT THEORY
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T h i s M o d e l , C r e a te d B y H a r v a r d U n i ve r si t y
P r o f e s s o r J o hn K o tt e r, C a u se s C ha n g e T o
B e c o m e A C a m p a i g n . E m p l o ye e s B u y I n t o T h e
Ch a n g e Af t e r L e a d e r s
Co n v i n c e T he m O f T he U r g e n t N e e d F o r
Cha n g e T o O c c u r .

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Significant advantages:
The process is an easy step-by-step
model.
The focus is on
preparing and accepting change, not the
actual change.
Transition is easier with this model.
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Disadvantages Offered By
This Model:
Steps cant be skipped.
The process takes a great deal of
time.

This is helpful because change is difficult to implement


and manage.
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ADKAR Model
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A D K A R M O D EL O R T H E O RY O F C H A N GE
I S A G O A L - O RI E N T ED T O O L O R M O D E L
W H I C H M A K E S I T P O S S I BL E FO R T H E
V A R I O U S C H A N GE M A N A GE M E N T
T E A M S T O F O C U S O N T H O S E S T EP S O R
A C T I V I T I E S T H A T A R E D I RE C T L Y
R E L A T E D T O T H E GO A L S IT W A N T S T O
REACH TO.

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The following are some of the things for


which this model can be used:
To

provide help and support to employees


to go through the process of change or
transitioning while the change
management is taking place.

To

diagnose and treat the resistance


shown by employees towards change.

To

come up with a successful and efficient


plan for the professional as well as
personal improvements of employees
during the change.

ADKAR Modelbasically
stands for

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Benefits of ADKAR Model


The

model offers the capability of


Identification and evaluation of the
reasons why changes made are not
working and why desired results are
not being obtained.
The model makes it possible for one to
break the changes into different parts
and then figure out the point where
change may not be as effective as
planned.
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It offers both business dimension of
change as well as people dimension of