In today’s fast business environment, change is undeniable. Organisations require a formalised process to manage change, technological progress, changes in market demands, or internal transformation. Change management models provide a way to help organisations manage change effectively and keep their employees and other stakeholders on the same page and geared toward the direction in question. There are numerous change management models, all of which approach the implementation and sustainability of change uniquely. The following is an extensive guide to the top 10 change management models, comparing each’s features, benefits, and potential drawbacks.

1. Kotter’s 8-Step Change Model

John Kotter designed this model as one of the most widely recognised and used frameworks for organisational change. Kotter’s 8-Step Change Model is an approach that leads organisations step by step to the successful implementation and maintenance of change. The 8 Steps:

1. Create Urgency: Create a sense of urgency so everyone can see why change is needed.
2. Form a Powerful Coalition: Assemble a team of influential leaders to guide the change.
3. Create a Way of Seeing: Develop a clear change vision and strategy.
4. Communicate the Way of Seeing: Share the change vision and strategy with everyone in the organisation.
5. Empower Actions of Others: Remove barriers and enable others to support the change vision.
6. Achieve Short-term Wins: Focus on short-term goals that demonstrate early success.
7. Consolidate Gains and Produce More Change: Build on the momentum established by consolidating gains and creating even more change.
8. Anchor New Approaches in the Culture: Incorporate the changes into the organisational culture to sustain the change.

Benefits:

• It provides a clear and systematic approach to managing change.
• It encourages communication and collaboration across all levels.
• It focuses on creating a strong vision and strategy that can guide actions.

Drawbacks:

• It is time-consuming and may not be suitable for all types of change, such as small-scale changes.
• It requires a high level of leadership involvement and commitment.

2. ADKAR Model

The ADKAR Model, designed by Prosci, is an acronym that represents the five outcomes which an individual has to achieve to make change work: Awareness, Desire, Knowledge, Ability, and Reinforcement. 5 Steps:

• Awareness: Understand why change is required.
• Desire: Develop a desire to engage and support the change.
• Knowledge: Gain knowledge on how to make it happen.
• Ability: Implement the needed skills and behaviours.
• Reinforcement: Make sure the change sticks through rewards and recognition.

Benefits:

• It concentrates on individual change, essential to overall success in organisational change.
• Underlines reinforcement to ensure that the change sticks.
• It can be used on both large-scale and small-scale changes.

Drawbacks:

• Implementing at a large scale is cumbersome because it needs to address individual behaviours.
• Lacks specificity on how to handle organisational resistance to change.

3. Lewin’s Change Management Model

Kurt Lewin’s model is one of the oldest and most influential change management frameworks. It is simple but powerful, based on three major stages: Unfreeze, Change, and Refreeze. 3 Stages:

• Unfreeze: The organisation is prepared for change by breaking the existing status quo.
• Change: Change is implemented, and new ways of working are transitioned.
• Refreeze: New processes and behaviours are solidified into the organisation’s culture to make them stick.

Benefits:

• Simple and straightforward.
• Clearly outlined the psychology of change management.
• An essential focus on the human side of change is overcoming resistance.

Drawbacks:

• It may make complex organisational changes less complicated.
• It does not specify what strategies to use when encountering obstacles in the “Change” stage.

4. McKinsey 7-S Framework

The McKinsey 7-S Framework is a holistic change model McKinsey & Company consultants developed. This model aligns seven key organisational elements to ensure effective change: Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff. 7 Elements:

• Strategy: the plan for how to compete and grow.
• Structure: the way the organisation is structured, including reporting relationships.
• Systems: The routine work and practices of the individuals doing the work.
• Shared Values: The common values that dictate the actions of the employees.
• Skills: The skills possessed by the organisation’s workforce.
• Style: The leadership culture of the organisation.
• Staff: The organisation’s people and the way they are handled.

Benefits:

• It gives a holistic and overall view of the change in an organisation
• It can determine mismatches between different aspects of the organisation
• Uses for large-scale change

Drawbacks:

• It is often difficult and cumbersome to work with.
• It does not produce a clear, step-by-step process for change.

5. Bridges’ Transition Model

William Bridges’ model emphasises employees’ psychological and emotional transitions during change. It focuses on the human side of change, recognising that individuals must make an internal transition before accepting and adopting external changes. The 3 Phases:

1. Ending, Losing, and Letting Go: People must let go of the old ways before accepting the new.
2. The Neutral Zone: The period between the old and the new, where uncertainty can prevail.
3. The New Beginning: People embrace new processes and behaviours once the old ways are let go.

Benefits:

• Focuses on the emotional and psychological impact of change on individuals.
• Helps managers support employees through the difficult transition phases.
• Encourages organisations to recognise and manage the human side of change.

Drawbacks:

• It is less structured than other models, making it harder to implement in complex organisations.
• May overlook the practical aspects of change in favour of emotional considerations.

6. Kubler-Ross Change Curve

The Kubler-Ross Change Curve is based on the stages of grief model developed by Elisabeth Kubler-Ross. It outlines the emotional stages people go through when experiencing change, which can be similar to the stages of grief. The Stages:

1. Shock: Initial reaction to change.
2. Denial: Refusal to accept change.
3. Frustration: Feelings of anger and frustration due to the change.
4. Depression: Low morale and negative emotions.
5. Experimentation: Testing new ways of working.
6. Decision: Choosing to accept the change.
7. Integration: Full acceptance and embracing of the change.

Benefits:

• It helps organisations understand the emotional journey employees go through.
• Provides insight into managing resistance and overcoming fear.
• Focuses on the human experience of change.

Drawbacks:

• It can oversimplify the process, as people may not experience all the stages in order.
• It may not be practical for large organisational changes.

7. The Satir Change Model

The Satir Change Model focuses on the human emotions and behaviours accompanying organisational change. It highlights five stages of change, from a familiar comfort zone to a new, unfamiliar state. The Stages:

1. Late Status Quo: The existing way of doing things.
2. Chaotic Status Quo: The initial disruption when change is introduced.
3. Transforming Idea: New ideas begin to emerge.
4. Practice and Integration: People start experimenting with the new changes.
5. New Status Quo: The new way of working becomes accepted and stable.

Benefits:

• Focuses on individual behaviour and emotions during change.
• Useful for managing the human side of change.
• Encourages positive growth during transitions.

Drawbacks:

• The model can be less structured and harder to apply to large-scale organisational changes.
• The emotional focus may not address all aspects of organisational change.

8. The Lewin-Schein Model

This model, developed by Edgar Schein, is an extension of Lewin’s work on organisational culture and change. It focuses on the psychological aspects of change and the importance of addressing culture during the process. The 3 Phases:

1. Unfreeze: Breaking down existing mindsets.
2. Change: Implementing new behaviours and processes.
3. Refreeze: Institutionalizing the new practices into the culture.

Benefits:

• Focuses on psychological and cultural factors.
• Offers a practical, staged approach to change.

Drawbacks:

• It focuses primarily on culture, which may not apply to all types of change.
• It may not address the logistical or structural aspects of change.

9. Nudge Theory

Nudge Theory subtly encourages people to make decisions in their best interest without overt coercion. How it works:

• Uses positive reinforcement and indirect suggestions to influence behaviour.
• It helps people make better decisions regarding adopting new behaviours and attitudes.

Benefits:

• It can be combined with other change models to drive subtle shifts in behaviour.
• Less intrusive, fostering organic change.

Drawbacks:

• It may not work in all situations or for large-scale organisational change.
• Results may not be immediate or easily measurable.

10. The Action Research Model

The Action Research Model is a cyclical process of change that involves diagnosing problems, implementing solutions, and evaluating results. The Phases:

1. Diagnose: Identify the problems and challenges.
2. Action: Implement interventions.
3. Evaluate: Assess the effectiveness of actions.
4. Repeat: Adjust and refine the interventions.

Benefits:

• Provides a systematic and ongoing process for change.
• Involves continuous feedback and adjustment.

Drawbacks:

• It is time-consuming and may require continuous effort.
• It can be challenging to implement across large organisations.

Conclusion

The choice of the change management model depends on the type of change, the organisation’s culture, and the goals required in the transformation process. Whether you choose Kotter’s step-by-step approach, the emotional focus of Bridges’ model, or the holistic McKinsey 7-S framework, all provide insights into changing effectively. Understanding each of the strengths and weaknesses can help organisations develop an appropriate strategy for bringing sustainable change that engages employees in the transformation process and produces the desired outcomes.