Burke

Litwin
Model

Ryan Carlos Tabat

Internal
 Burke-Litwin Change
Model
• Revolves around defining and
establishing a cause-and-effect
relationship between 12 organizational
dimensions that are key to organizational
change
• The Burke-Litwin model shows the
various drivers of change and ranks them
in terms of importance.

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Internal
 Transformational
Long term levers

Transactional
Operational levers

Individual & Personal

Factors
Short term levers

BURKE-LITWIN CHANGE MODEL

Internal
 Identifying and Dealing with Drivers for Change

Mission & Organization

Leadership
Strategy Executive behavior Culture
What employees that provides Collection of overt and
believe is the central direction and covert rules, values, and
purpose of the encourages others to principles that

how the
TRANSFORMATIONAL
organization and take needed action. guide organizational
behavior and that have
organization intends been strongly influenced
to achieve that by history, custom, and
purpose over an executive practices practice.
extended time. and values. Titles & Nicknames,
diversity, employee
engagements
Internal
 Identifying and Dealing with Drivers for Change

Management
Systems
Structure practices
The arrangement of What managers do in Standardized
functions and people the normal course policies and
into specific areas and of events to use the mechanisms that are
levels of responsibility, human and material
decision-making TRANSACTIONAL
resources at their
designed to facilitate
work
authority, and disposal to carry out
relationships. the organization’s
strategy. CoC , WIM, Trust
Organizational chart
Charters
and delegation of ExCom / ManCom /
authorities SIM Meeting
Structures
Internal
Identifying and Dealing with Drivers for Change
Work Unit Task & Individual
Climate Skills
The behavior required for
The collective task effectiveness,
current including specific skills and
impressions, Individual & Personal
knowledge required for
expectations, and people to accomplish the
feelings of the work assigned and for
members of local which they feel directly
work units. responsible.
ExCom / ManCom / SIM
Meeting Structures
Internal
Individual Needs
& Motivation
Psychological factors &
aroused behavioral
tendencies that provide
desire and worth for
individual actions,
goals, or thoughts until
satisfaction is attained.
Awards & recognition,
salary, bonuses,
promotion
 Transformational
Long term levers

Transactional
Operational levers

Individual & Personal

Factors
Short term levers

BURKE-LITWIN CHANGE MODEL

Internal
 Conclusion:
• Learning the different change management models educates organizations about
best practices to use in a change initiatives. Whether you pick one model, or use
some combination of a few, they can lead to development of a more effective
change management methodology.
• The Burke-Litwin change model seeks to explain change in the performance of an
organization by establishing links between performance and the internal and
external factors which affect performance. This model is based on assessing the
organizational as well as environmental factors which can be manipulated so as to
ensure a successful change.
• The Burke Litwin change model begins with outlining a framework, comprising
the relevant factors which can be manipulated to ensure efficient transition from
one phase of the change process to another. A crucial aspect in this model is
establishing the links between the 12 dimensions of this change framework.

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Conclusion:
• A sufficiently comprehensive model can help us to organize data
into useful categories and to see more easily and quickly domains
in the organization that need attention
• Choose a model depending on the following criteria
 Fully undertstood and feel comfortable as you work with
organization members
 Fits the client organization, covering many aspects of the
organization
 Comprehensive and enables you to gather data about the
organization according to the model’s parameters
• Other models include Lewin’s (change process), MicKinley’s 7-S,
Kotter’s (people & their psychology), ADKAR (goals), Nudge
theory (mindset), Bridge Transition (emotion), Kübler-Ross
(known for stages of grief), and Satir (trends)

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 Thank you
Ryan Carlos Tabat

MBA 103
Organization Development
& People Management
Dr. Francis Ashipaoloye
Lyceum of the Philippines University

20XX Deus Constans et Fidelis 10

Internal