Change Management Frameworks Reference Guide

© Operational Excellence Consulting. All rights reserved.
This presentation contains 30 common frameworks, models
and methodologies for organizational development and change
management.
Change Management
Frameworks Reference Guide
Organizational Development & Change
Management Frameworks Reference Guide

© Operational Excellence Consulting. All rights reserved. 2
Contents
1. The Change Quadrants Model 16. Szpekman’s Communication Framework
2. Kübler-Ross Change Curve 17. Osgood-Schramm’s Communication Model
3. Bridges’ Transition Model 18. Beer & Nohria’s E & O Theories
4. Lewin’s 3-Stage Change Model 19. Hofstede’s Cultural Dimensions
5. ADKAR® Model for Individual Change 20. Quinn & Rohrbaugh’s Competing Values Framework
6. Kotter’s 8-Step Process for Leading Change 21. Mintzberg’s Management Roles
7. McKinsey’s 7-S Framework 22. Senge’s The Fifth Discipline
8. Burke-Litwin Model of Change 23. The Conscious Competence Learning Model
9. The Nudge Theory for Leading Change 24. The Emotional Competence Framework
10. The Deming Cycle: Plan-Do-Check-Act (PDCA) 25. Covey’s 7 Habits of Highly Effective People
11. The Power/Interest Grid 26. Design Thinking
12. Lencioni’s 5 Dysfunctions of a Team 27. Lean Thinking
13. Tuckman’s Team Development Model 28. Value Stream Mapping Process
14. The Johari Window Model 29. Business Process Reengineering (BPR)
15. Belbin’s Team Roles Model 30. Six Sigma Methodology
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Based on the various warm/cold combinations of organization and
change, there are four possible change strategies
The Change Quadrants Model
Source: Based on Kotter, 1990
CHANGE
CHANGE
ORGANIZATION
ORGANIZATION
Cold
Warm
Warm
Cold
Transform
Innovate
Intervene
Implement

By analyzing both the type of organization and the type of change
motives, an appropriate change strategy can be determined
The Change Quadrants Model
Source: Based on Kotter, 1990
Warm organization that is willing Warm organization that is obligated
Adopting the energy and ambition to create a
long-term vision and realizing it. Motivation to
build something new together. Openness to
bottom-up activity. Final goal is open to change.
Efficiently using available ideas according to
the final goal. Participation is based on clear
final goals. Large participation but because of
time pressure, it is not possible to have a say.
RENEWING TRANSFORMING
Cold organization that is willing Cold organization that is obligated
Mobilizing the organization to make the use for
change is clear. Top-down, driven by ambitions
of management. Moving the employees through
middle managers.
Top-down design and implementation of
change. Employees are being asked for a say
only concerning operational consequences of
the definite final goal.
IMPLEMENTING INTERVENING

The Change Quadrants Model – The final analysis
The Change Quadrants Model – The final analysis
§ The Change Quadrants Model is often used in conjunction with other models and
change management approaches, for example Kotter’s (1990) eight phases of
change.
§ In addition to the change quadrants, the style and preferences of management
should also be reflected in the change management approach.
§ A mismatch between organization and proposed change, combined with the feelings
and personal style of management could obstruct the process.
§ Bear in mind that a ‘cold’ change is easier to plan and easier to communicate than a
‘warm’ one, and that many organizations believe themselves to be ‘warmer’ than
they really are.
§ On the flip-side of the ‘prescription’ for ‘warm’ or ‘cold’ change, organizations
should not exclude the option of ‘warming up’ or ‘cooling down’ before going
through a change process, whether it be warm or cold.

The Change Curve is a personal journey, and not all members of a group
may experience change in the same way
The Change Curve – Emotional Responses
Depression
Low mood;
lacking in
energy
Frustration
Recognition
that things
are different;
sometimes
angry
Denial
Disbelief:
looking for
evidence that
it isn’t true
Shock
Surprise or
shock at the
event
Integration
Changes
integrated; a
new renewed
individual
Decision
Learning how
to work in the
new situation;
feeling more
positive
Experiment
Initial
engagement
with a new
situation
Morale
&
Confidence
Time
Source: Based on Elisabeth Kübler-Ross

The Change Curve can be used to reduce negative consequences and
accelerate change
The Change Curve
Positive
Negative
Impact
Reducing Negative
Consequences
Accelerating
Change
Managed Change Unmanaged Change
Source: Adapted from Elisabeth Kübler-Ross

Practical tips for managers
Practical tips for managers
1. Don’t spring surprise changes.
2. Communicate frequently with individuals and teams. Address their questions
and concerns.
3. Provide updates on the status of the change initiatives and programs.
4. Be open and honest with your team.
5. The change curve is a personal journey. Don’t expect all members of a group
to experience change the same way.
6. Give feedback as people work through change.
7. Provide change management and adaptability training.

What is the difference between change and transition?
CHANGE
§ Change is the external event or
situation that takes place: a new
business strategy, a turn of
leadership, a merger or a new
product.
§ The organization focuses on the
desired outcome that the change
will produce, which is generally in
response to external events.
§ Change can happen very quickly.
TRANSITION
§ Transition is the inner
psychological process that people
go through as they internalize and
come to terms with the new
situation that the change brings
about.
§ Empathetic leaders recognize that
change can put people in crisis.
§ The starting point for dealing with
transition is not the outcome but
the endings that people have in
leaving the old situation behind.

The three phases of transition described in the Bridges Transition Model
for change
Source: Based on William Bridges
The Bridges Transition Model
ENDINGS NEUTRAL ZONE NEW BEGINNINGS
Loss
Anger
Denial
Confusion
Frustration
Excitement
Anxiety
Resistance
Creativity
Innovation
Relief
Confusion
Uncertainty
Exploration
Commitment

To bring about any change, the positive driving forces of change have to
be stronger than the restraining forces against change
Lewin’s Force Field Analysis
Source: Based on Kurt Lewin
PRESENT STATE
(Pre change)
VS
FUTURE STATE
(Post change)
DRIVING FORCES
(Positive forces for the
change)
RESTRAINING FORCES
(Resistance to the
change)

Lewin’s 3-Stage Change Process is a simple and easy-to-understand
framework for managing organizational change
• Ensures that
employees are
ready for
change
Unfreeze
• Execute the
intended
change
Change
• Ensures that
the change
becomes
permanent
Refreeze
Lewin’s Change Model
Source: Based on Kurt Lewin

Changes come to life on two dimensions: the business or project side of
change and the people side of change
Source: Based on Prosci® ADKAR® Model
SUCCESSFUL CHANGE
Business
need
Concept &
design
Implementation
Post-
implementation
Awareness Desire Knowledge Ability Reinforcement
THE PEOPLE SIDE OF CHANGE
PHASES OF A CHANGE PROJECT
ADKAR® Model – Two Dimensions of Change

The ADKAR® Model provides a simple and action-oriented framework for
taking control of individual change
Source: Based on Prosci® ADKAR® Model
A R
A
D K
KNOWLEDGE REINFORCEMENT
AWARENESS
DESIRE ABILITY
§ Understand the need for
change
§ Understand nature of the
change
§ Sustain the change
§ Build a culture and
competence around change
§ How to change
§ Implement new skills and
behaviors
§ Support the change
§ Participate and engage
§ Implement the change
§ Demonstrate performance
ADKAR® Model

Kotter’s 8 Steps of Change provides a roadmap for advancing a culture
of performance excellence
Need for
Change
Change
Behavior
Change
Direction
Change
Sustainability
1. Establish a
Sense of
Urgency
2. Build a
Guiding
Coalition
3. Form a
Strategic
Vision
4. Enlist a
Volunteer
Army
5. Enable
Action by
Removing
Barriers
6. Generate
Short-term
Wins
7. Sustain
Acceleration
8. Institute
Change
Committed
Leadership
Kotter’s 8-Step Change Model
Source: Based on John Kotter, 1996 & 2014

The McKinsey 7-S framework highlights seven internal aspects of an
organization that need to be aligned if it is to be successful
Soft Elements
Hard Elements
McKinsey 7-S Framework
Source: Based on McKinsey
Structure
Systems
Style
Staff
Skills Strategy
Shared
Values

The 7-S framework can best be used as a matrix for assessing the impact
of the proposed strategy of the organization
Staff Skills Style
Shared
Values
Systems Structure Strategy
Strategy
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
Structure
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
Systems
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
Shared
Values
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
Style
- - - - -
- - - - -
- - - - -
- - - - -
Skills
- - - - -
- - - - -
Staff
Example – Food4U Supermarket is moving away from its traditional middle-of-the-road retail
model towards an upscale, fresh, full-service, convenience-oriented grocery and fresh market.
An initial decision to hire specialists may have consequences reaching far beyond the scope of
the strategy at it was proposed.
Need for specialists:
e.g. butcher, bread,
baker, food display
specialists
Potential conflict:
(older) specialist vs.
(younger) temporary
employees

McKinsey’s 7-S Framework – Advantages and limitations
ADVANTAGES
§ The McKinsey 7-S framework
shows the weaknesses in your
company and highlights the areas
that most require attention when
deploying changes.
§ Beyond that, it helps to make sure
that every aspect of your company
supports the others, giving you a
formidable business plan which is
both incredibly strong and yet
flexible to further change.
LIMITATIONS
§ Unless you run a small operation
with very few employees, the
McKinsey framework is impossible
to effectively carry out alone or in a
short amount of time.
§ You won’t have the required
knowledge to assess every element
of your company, and so extra time
and resources must be dedicated
to build the overview and assess
viable changes.

Difference between enforced change and Nudge techniques
Enforced Changed
§ ‘Forcing’ methods are
drastic, direct, and require
conscious determined
effort (by the person/people
being ‘changed’).
§ ‘Forcing’ methods are
confrontational and liable
to provoke resistance.
Nudge Techniques
§ Nudge methods are easier
for people to imagine
doing, and less threatening
and disruptive to actually
do.
§ Nudge methods are
indirect, tactical, and less
confrontational – nudge
methods may be
cooperative and
pleasurable.
The Nudge Theory
Source: Based on Thaler and Sunstein

The Power/Interest Grid for Stakeholder Prioritization is a useful tool for
stakeholder analysis in the change management process
The Power/Interest Grid
POWER
Monitor
(Minimum Effort)
INTEREST
Keep Informed
Keep Satisfied Manage Closely
High
Low
Low High
Source: Based on Eden & Ackermann, 1998

Tuckman’s Model of Team Development consists of four key stages:
Forming, Storming, Norming and Performing
Stage 1:
Forming
Stage 2:
Storming
Stage 3:
Norming
Stage 4:
Performing
§ Team members
meet each other
§ Team members
learn about the task
§ All team members
learn what their
roles will be
§ Team members
learn how to work
together
§ Team members
learn about other
member’s abilities
§ Leader focuses the
team
§ Team starts to work
and act together
§ Roles evolve into
helping the team
succeed
§ Team members are
more likely to
express opinions
§ Team members
work hard toward
goal
§ Members are
flexible and help
each other
§ Leader’s role is
blurred – everyone
is focused
Tuckman’s Model
Source: Based on Bruce W. Tuckman

Practical tips for using Tuckman’s model of team development
Practical tips for using Tuckman’s model of team development
§ Know what the expectations of the project are. If you're not sure, ask the leader
for clarification.
§ Approach conflict with kindness.
§ Delegate or receive delegation from the leader.
§ Participate in creating a clear and manageable schedule for the project.
§ Communicate openly and clearly whenever possible.
§ Establish a group culture of respect.
§ Develop positive relationships with your colleagues.
§ Know what the expectations are for your work from the team leader.
§ Maintain high morale.
§ Focus on the end goal.
§ Allow yourself to mourn after the project.

The Johari Window Model is a communication model that is used to
improve self-awareness and understanding between individuals
The Johari Window
Source: Based on Joseph Luft & Harry Ingham
Known to
others
Unknown
to others
Known to self Unknown to self
OPEN
1
HIDDEN
3
UNKNOWN
4
2
BLIND
The Johari Window
§ The aim in any group should always be
to develop the ‘open area’ or ‘arena’ for
every person because when we work in
this area with others we are at our
most effective and productive, and the
group is at its most productive too.
§ The open area, can be seen as the
space where good communications
and cooperation occur, free from
distractions, mistrust, confusion,
conflict and misunderstanding.

Example 1 – Johari Window model for a new team member or member
within a new team
The Johari Window – Example 1
1:
Open Area
2:
Blind Area
3:
Hidden Area
4:
Unknown
Area
Known
by Others
Unknown
by Others
Known
by Self
Unknown
by Self
§ The open area is small
because others know little
about the new person
§ Similarly the blind area is
small because others know
little about the new person
§ The hidden or avoided
issues and feelings are a
relatively large area
§ The unknown area is the
largest, which might be
because the person is
lacking in self-knowledge
or belief

The Johari Window Model: Recommended strategies for improving
understanding between individuals
The Johari Window
1: Open
Area
2: Blind
Area
3: Hidden
Area
4: Unknown
Area
Known
by Others
Unknown
by Others
Known
by Self
Unknown
by Self
Feedback
Others’
Observation
Self-Disclosure
Shared
D
iscovery
Self-Discovery
Tell
Ask

Szpekman’s Communication Framework provides a holistic approach to
managing change communication to achieve positive outcomes
Szpekman’s Communication Framework
Communication
Leadership
Measures
Structure/Process
Rewards
Knowledge/Skill Emphasis
Competency models
Hiring processes
Orientation programs
Training and development
Feedback and coaching
Talent planning
Performance management
360 degree feedback
Employee surveys
Performance metrics and
benchmarks
Communication plans
Print and electronic media
Face-to-face communication
Compensation plans
Benefits
Recognition programs
Promotions
Organization structure
Career paths
Policies and procedures
Roles and responsibilities
Tools and support
Vision and strategy
Agenda items
Questions
Praise
Resources
Assignments
Symbolic behavior MANAGERS
Source: Based on Andy Szpekman

The Quinn & Rohrbaugh’s Competence Value Framework is a model for
judging the effectiveness of organizations
The Competence Value Framework
Source: Based on Quinn & Rohrbaugh, 1983
Flexibility
Internal
External
Control
Output Quality
Flexibility
Readiness
Open Systems Model
Stability
Control
Information
management
Communication
Internal Process Model
Planning
Goal setting
Rational Goal Model
Production
efficiency
Growth
Resource
acquisition
Cohesion
Morale
Human Relations Model
Human
resource
development
Means Ends

Senge’s Five Disciplines are a series of principles and practices that we
study, master and integrate into our lives to achieve desired results
Senge’s Fifth Discipline
Source: Based on Senge, 1990
§ Holism
§ Interconnectedness
§ Structure influences behavior
§ Policy resistance
§ Leverage
§ System Archetypes
§ Simulation
ESSENCES
PRINCIPLES
PRACTICES
5. System Thinking
§ Being
§ Generativeness
§ Correctedness
§ Vision
§ Creative vs. emotional tension
§ Subconscious
§ Vision
§ Subconscious
ESSENCES
PRINCIPLES
PRACTICES
1. Personal Mastery
§ Love of truth
§ Openness
§ Expoused theory vs. in-use
§ Ladder of inference
§ Balanced inquiry and advocacy
§ Vision
§ Subconscious
ESSENCES
PRINCIPLES
PRACTICES
2. Mental Models
§ Common purposes
§ Partnership
§ Shared vision of individuals
§ Commitment, rather than
compliance
§ Envisioning through sharing visions,
listening and the free choice
§ Acknowledging current reality
ESSENCES
PRINCIPLES
PRACTICES
3. Shared Vision
§ Collective intelligence
§ Alignment
§ Complementary dialogues and
discussion
§ Defensive routines
§ Suspending assumptions
§ Acting as colleagues
§ Surfacing own defensiveness
§ Practicing
ESSENCES
PRINCIPLES
PRACTICES
4. Team Learning

The four stages of competence
The Conscious Competence Learning Model – Alternate Diagram
Source: Based on Noel Burch, Gordon Training International
Unconscious
incompetence
Unconscious
Competence
Conscious
incompetence
Conscious
Competence
You are aware of
the skill but are not
yet proficient
You are unaware of
the skill and your
lack of proficiency
You are able to use
the skill, but only
with effort
Performing the
skills becomes
automatic

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Change Management Frameworks Reference Guide

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Change Management Frameworks Reference Guide