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ADKAR goal
Awareness
Desire
Telling Stories
Knowledge
Ability
Overcoming Resistance
Four Common Responses to Change
Reinforcement
The ADKAR change management model was first published in the 1998 book The Perfect Change by Jeff Hiatt, founder and CEO
of Prosci Research. For more information, see Hiatt. J.M. (2006) ADKAR: a Model for change in business, government and our
community.
AIM goal
Telling Stories
Generate Sponsorship
Engaging & Maintaining Sponsor Involvement
Overcoming Resistance
Four Common Responses to Change
Consolidating
Overcoming Resistance
Culture and Change
For more information on the BCG Change Delta approach, see BCGs Change Perspectives.
Bridges stage
Specific activity
Letting Go
Telling Stories
Consider & encourage endings
New Beginnings
Be consistent
Telling Stories
Symbolize new identity
Culture and Change
Celebrate successes
Bridges explores human behaviors relating to change and defines typical emotions individuals might exhibit during the change
process. Bridges provides strategies on how to overcome some of the emotional barriers to change, without getting stuck. For
example, in the New Beginning phase, there may be a great deal of fear of the unknown. One strategy might be to provide training
on specific tools or educational materials. In the Neutral Zone, allow creative ways to think about work. During the Ending and
Losing phase, people will feel committed and requires the need to sustain the new way of working, possibly through goal setting.
Include individuals through each phase of the transition. For more information, see Bridges. W. (2009). Managing transitions:
Making the most of change.
For more information, see Anderson, L.A. & Anderson, D. (2010) The change leaders roadmap.
CAP phase
Never Letting Up
Overcoming Resistance
The John Kotter Eight Step Change model is a linear model that focuses on the importance of gaining buy-in. It is relatively simple
to understand and works well in organizations that are organized in a relatively narrow organizational structure. The selling point is
its simplicity, memorable eight steps and basis in Kotters thirty-plus years of research into organizational change. For more
information, see Kotter, J.P. (1996). Leading Change and Kotter, J. (1998) Leading change: Why transformation efforts fail , Harvard
Business Review.
Anger
Overcoming Resistance
Bargaining
Telling Stories
Depression
Acceptance
Integration
Lewin stage
Specific activity
Unfreeze
Overcoming Resistance
Accommodating Different Communication Styles
Change
1. Communicate often
2. Dispel rumors
Overcoming Resistance
3. Empower action
Overcoming Resistance
4. Involve people in the process
Learning & Coaching as Change Enablers
Refreeze
4. Celebrate success!
LaMarsh phase
Telling Stories
Accommodating Different Communication Styles
Overcoming Resistance
Prosci stage
Specific activity
Vision
Strategy
Implementation
Telling stories
Coaching lever
Training lever
Overcoming Resistance
Four Common Responses to Change
Telling Stories
Accommodating Different Communication Styles
Inspiring Action not Despair
Four Common Responses to Change
Diffusion
Overcoming Resistance
As-is state
Baseline
Benefit
Benefit map
Burning ambition
Burning platform
Change curve
Change fatigue
Change initiative
Change management
Coaching/ mentoring
Communication channels
Communication strategy
Dis-benefit
Gap analysis
Gestalt theory
GROW process
Incremental change
Lagging indicator
Leading indicator
Learning programs
McKinsey 7S
Mediator sponsor
Metrics/ measures
Objective
Organizational culture
Outcome
PESTLE analysis
Planner sponsor
Primary sponsor
Product
Project management
Purse-holder sponsor
Qualitative
Quantitative
ROI
Speech-maker sponsor
Sponsor
Stakeholder
Stakeholder analysis
Stakeholder mapping
SWOT analysis
To-be state
Transformational change
Unblocker sponsor
Vision statement
Visionary sponsor
As-is state
This is the current situation in the organization, i.e. the pre-change people, processes, technology, structure, strategy, culture, etc.
Baseline
The level of performance which is used for comparison after the change. This may just be past performance, but where other
changes are going on this needs to be adjusted to take account of their impact.
Benefit
A measurable improvement, resulting from change, which is considered advantageous by at least one stakeholder, and contributes
to the overall organizational objectives.
Benefit map
Also known as a dependency network, a diagram showing the benefits, dis-benefits, objectives, outcomes, products and work and
the connections between them.
Burning ambition
Peter Foudas burning ambition concept is about creating a positive motivator for change. He suggests asking the following
questions as a starting point:
If these questions feel too ambitious in a crisis situation he suggests that you can always turn fear into focus by asking this
simple but powerful question: what is the best outcome from here?
Being the opposite of the burning platform approach, the aim of the burning ambition approach is to reduce the anxiety about trying
something new rather than increasing survival anxiety.
Burning platform
The burning platform is a is a concept made famous by the burning platform memo written by the CEO of Nokia in February 2011
through which he intended to motivate his staff to help turn around Nokias fortunes. In one way, it is a good example of storytelling.
It comes from the true story of a worker on the Piper Alpha oil rig when it exploded in July 1988, killing 167 people. An oil worker is
woken in the middle of the night by an explosion on the oil rig. Despite the risks of falling from a great height, being eaten by sharks
or dying of hypothermia, your worker decides better probable death than certain death.
Change curve
The change curve is a way of understanding and visually representing the level of an individuals confidence, morale and roll
competence through a period of change. From its starting level, for most people it rises slightly, dips, rises again and levels out.
Effective change management involves ensuring that the dip is as shallow and narrow as possible and that the curb levels out
higher than it started.
Change fatigue
Change fatigue is neither an acceptance nor rejection of change, but is the state of being overwhelmed and exhausted by the
amount of change going on and unable to absorb any more.
Change initiative
An organized, concerted effort to alter part of or all of an organization.
Change management
Change management is an approach to moving organizations and their stakeholders, in an organized manner, from their current
state to a desired future state. Effective change management tries to do so in a manner which causes the least anxiety and
resistance and therefore is the most likely to succeed.
Coaching/ mentoring
Coaching and mentoring tend to be used interchangeably, although there are subtle differences. Both involve helping the subject,
for example through questioning, challenging or educating them. Mentoring tends to primarily relate to identifying and nurturing their
potential to improve their prospects or position, whereas coaching is usually focused more on a particular circumstance or issue and
is often more educative. Mentors often use their own personal networks to assist the progression of their mentee, coaching can be
less personal than this.
Communication channels
Communication channels are the routes used to pass messages, such as social media, email, verbal presentations, reports, etc.
Communication strategy
A communications strategy usually outlines the
Background for the change outlining what is going on in the organization as the change unfolds; the overall demands in
communications,
Communication Principles
Target audience or audiences
Objectives for each audience
Plan for where the communications efforts are to be coordinated
Roles & Responsibilities
Budget and other resources
And relevant standards & measurements to ensure there are feedback loops which tell change management leaders if the
communication efforts are having the desired effect
Dis-benefit
The opposite of a benefit.
Gap analysis
A process of assessing the current (as-is) state and the future (to-be) state in order to assess how to make the transition from one
state to another.
Gap analysis is a technique that can help organizations understand where they are, where they want to go and what actions are
needed in order to get there. It is the process of assessing the current, as-is state and the future, to-be state in order to assess how
to make the transition from one state to another.
Gestalt theory
Gestalt theory is the basis for a form of psychotherapy that emphasizes personal responsibility against a background of our present
experience and the sum of our relationships. Gestalt psychology therefore focuses on patterns and the whole set of circumstances,
rather than individual elements, seeing them all as interconnected.
GROW process
A popular structure for coaching is the GROW process, whereby the coach guides the conversation with the person being coached
to talk about the
Goal what they want to achieve
Reality where is that person now, what things are getting in their way
Options what can be done in order to help them reach their goal
Will and wrap-up create a plan of action and the motivation to carry out that plan
Incremental change
Continuous improvements made to the organization in an ongoing, adaptive manner. These are gradual changes to the current
state. Incremental change does not usually challenge the existing culture of an organization.
Lagging indicator
These are metrics which demonstrate the performance levels in the future state, once achieved. Examples would include postchange initiative profit levels or customer satisfaction.
Leading indicator
These are metrics which give an indication of the progress of the change initiative towards the future state performance levels.
Examples would include the number of enquiries about a product due to be released or the occupancy levels of a building which,
once empty, can be closed and sold.
Learning programs
Organizations often have a coordinated and standard set of training requirements delivered through a learning program which
makes available the necessary training for employees to carry out their current roles and, in some organizations, to develop further.
Having a program allows for training effectiveness to be increased by coordinating and reinforcing and the impact of additional
training requirements on the existing learning program needs to be considered. For this reason, training departments are often
considered stakeholders, as well as members of the change team.
McKinsey 7S
The 7S are structure, strategy, systems, skills, style, staff and shared values. The framework postulates that these seven
interdependent aspects of an organisation must be in alignment with each other in order to successfully implement change. Either
they must be maintained and reinforced to maintain performance during a change or they are used to identify the parts of an
organisation which need to change. For example, when thinking about launching a new service, the organisations structure must be
adapted to contain and support the new service, the organisations strategy needs to be supported by the service, the companys
systems such as IT or finance need to support and have incorporated in their business as usual functions the new service, those
providing the service will need the skills, the leadership approach in the organisation needs to support the new service, the
appropriate staff to provide the new service are needed and the service needs to contribute to the shared goals or values.
Mediator sponsor
A leader who is able to help resolve any conflicts between individuals or teams affected by changes.
Metrics/ measures
These are specific statistics which demonstrate the progress or success of the change. Individual lagging or leading indicators are
metrics.
Objective
The key aim of the organization which the benefits contribute to and the dis-benefits detract from. For example, improving market
share, expanding services, or minimizing risk.
Organizational culture
Organizational culture is the shared story of the individuals within it. It is the deeply ingrained social fabric of the organization that
drives peoples behavior. It is made up of the values, belief systems, dominant leadership styles, collective unspoken assumptions,
stories, myths, legends and rituals as well as its character and orientation.
Outcome
A change of state (from as-is to to-be, or a stage along the way). This may be as the results of a product being made available or a
transformational change being completed. Examples include revised team structures, revised working practices, ability to access IT
systems on the move, or a production line going operational.
PESTLE analysis
PESTLE analysis looks at the political, economic, social, technological, environmental and legal factors which affect an organisation.
It is a way of ensuring that a situation has been thought of in a practical manner from all sides. It can be combined with some of the
other diagnostic models, for example by using it as a checklist to ensure that each of the 7Ss in the McKinsey framework have been
fully considered. It is a more practical and less conceptual method of analysis.
Planner sponsor
A highly process-oriented senior manager who is able to assist in the planning and implementation of change activities.
Primary sponsor
The leader who authorizes and is responsible for the change initiative. Typically they lead the change management leadership team
and provide the funds for the project.
Product
A tangible item which the organization requires in order to make a change and realize a benefit. Examples include IT systems, new
teams, buildings, machinery or research results.
Project management
Project management is the discipline which manages projects, through planning and organizing the resources, controlling the quality
and is ensuring adherence to the time constraints. For example, they would ensure that the machine is delivered on time, at the right
price and that it is being built to the specifications and quality level required by the organization to bring about the desired benefits.
Purse-holder sponsor
A manager who exerts authority by funding only projects and initiatives that are in-line with the change initiatives goal.
Qualitative
Measures which indicate a level of performance but which cannot be given a specific value. For example, customer satisfaction can
be measured through satisfaction scores, but the degree of value of the increase in these scores cannot be quantified.
Quantitative
Measures which indicate a level of performance and where the increase or decrease in these measures can be valued. For
example, staff turnover is a measure whose variation can be given a fixed value (n.b., value does not have to be financial).
ROI
Return on investment is a specific quantitative measure, the ratio between the amount of money spent on achieving the change
(known as cost of change) and the financial value of the improvement (the return). The return needs to take into account both the
positive value of any improvements (known as benefits) and the negative value of any disadvantageous results of the change
(known as dis-benefits). Using this method requires organizations to attempt to put a financial value on benefits which may not be
financial, such as improved staff morale, customer satisfaction or increase reputation, hence the move in many organizations
towards a portfolio of financial and non-financial measures which give a rich picture of the value of the change.
Speech-maker sponsor
A leader with the undesirable trait of assuming that merely making a presentation on the need to change constitutes sufficient
personal involvement in the change effort.
Sponsor
A senior leader inside an organization who supports the change management leadership team.
Stakeholder
A person or group which has an interest in the process or result of a change initiative. They do not necessarily have to be directly or
indirectly affected by a change initiative to be a stakeholder; some stakeholders are unaffected but can wield direct or indirect
influence, such as damaging an organizations reputation or encouraging public support. Examples of stakeholder groups include:
customers, groups of employees, people with specific roles within the organization, the media, government, society, competitors,
trades unions, campaign groups, etc.
Stakeholder analysis
Stakeholder analysis is about identifying who has an interest in or influence over a change initiative and what their characteristics
are.
Stakeholder analysis involves thinking about:
Stakeholder mapping
Stakeholder mapping involves representing stakeholders on a grid that displays their level of power (or influence) on one axis from
low to high, and their likely attitude toward the change on the other from positive to negative .
SWOT analysis
Strengths, weaknesses, opportunities and threats analysis is used to analyse what is not ideal about the current state, what about it
should be capitalised upon or exploited and what risks or threats there are as a result of the current state which could be reduced. It
is then repeated on the suggested future state both to analyse how well it has capitalised on the strengths, dealt with the
weaknesses, exploited the opportunities and minimised the threats and whats the strengths, weaknesses, opportunities and threats
are of the new state.
To-be state
this is the desired future situation in the organization, i.e. the pre-change people, processes, technology, structure, strategy, culture,
etc.
Transformational change
Change which is not merely an extension of, improvement or modification of the current state of an organization, but one which
involves a complete and fundamental change to the organization, involving changes to processes and systems, people, structure
and/or culture.
Unblocker sponsor
A senior leader with sufficient authority whose intervention may be sought in removing difficult organizational obstacles which
hamper progress during the change.
The VIRO framework is a scalable set of four questions which can be used to focus down onto an individual resource or capability or
up to an entire organisational market. It is based on four questions asked about: Value, rarity, imitability and organisation. Value
concerns the value of the item in question to the organisation does it enable the organisation to achieve something new or
reduce/avoid a threat or risk? Rarity relates to both availability and the right to exploit a resource such as with intellectual property.
Imitability relates to how difficult it is for other competitors to enter the market. The more difficult it is for somebody else to imitate
what the organisation is doing the higher the barriers to entry into the market. The final question, organisation, asks whether the
organisation is ready, has the capacity, willingness, etc. to make use of the resource or capability. It may be that one would use one
of the other frameworks to ensure that all aspects of the organisation question are covered. This framework differs from some of the
others as much of the focus is on external factors and actors.
Vision statement
The change vision statement is a pitchy, inspiring description changed organization will look like. It should be short, punchy, easily
understood, appeal to all communication styles and be memorable. If leaders cannot easily, quickly and convincingly encapsulated
a change, it is unlikely they will persuade others to buy into it. The vision should be what the organization returns to when confusion
develops about the change and what it uses to enthuse stakeholders to support the change.
Visionary sponsor
A sponsor who inspires others within the organization with his or her vision of a desirable common future.