Change Management

Change Management:

From avoidance to

acceptance
Denial
cannot foresee any major changes

Period of
Change

Anger at
others for what they're putting me through

Bargaining
work out solutions, keep everyone happy
Depression
is it worth it? doubt, need support
Acceptance
the reality

Change Management
Change management is a structured
approach to transitioning individuals,
teams, and organizations from a
current state to a desired future state.
Change management (or change
control) is the process during which the
changes of a system are implemented
in a controlled manner by following a
pre-defined framework/model with, to
some extent, reasonable modifications

Three stages to change: Lewin

Intellectually and
emotionally
accepted

Refreezing

New ideals are learned

by practicing
Changing
Leader help to clear out the
old
Unfreezing

Adapted from: Lewin, K. (1951). Field theory in social science

4

ADKAR Model

ADKAR Model
A

Types of Change

organizational structure
staffing
procedures
management
outputs and activities
deadlines
resources
rules and regulations
personal circumstances

Change Players

change
change
change
change
change
change

thinkers
advocates
agents
recipients
managers
champions

Change Thinkers
initial analysts
seek a better understanding of the
issues
conceptualizers of change
brains behind the scene
minimal public face (and
responsibility)

Change Advocates

initial voice of change

articulate the case for change
passionate and involved
concerned persuaders
do not have the actual
position/power
to bring about change
public image of change

Change Agents
have the position/power to install
the
change
change cannot happen without
their
consent
often the boss
take full responsibility
prime owner of the change

Change Recipients
those impacted by the change
tasked with changing
need some degree of ownership of
the
change
must understand why change is
happening
potential blockers

Change Managers
charged with overseeing the
change
process (by change agent)
responsible for micro-level
implementation
held publicly accountable
can be a specific organizational
role
requires many skills

Change Champions
could be advocate or agent or
even recipient
their acceptance of change
persuades
others
must be credible (no lap-dog)
Mandela factor
will face scrutiny by skeptics
usually have gravitas

CHANGE MODEL
10. Change
Installed
9. Change Owned
1. Generation of Idea
By All Players
8. Change Sold
To Recipients

2. Better Understanding

3. Change Identification
7. Change Planned
4. Thinking to Advocacy
6. Decision Makers
Accept Change

5. Advocates Influence
Decision Makers

Results of Poorly Managed Change

Resistance
Reduction in productivity/quality
Strikes
Blocking future change
Resignations
Disciplinary action
Sabotage

RESISTANCE TO CHANGE
You've Got to Know
What Creates
Resistance to Change

RESISTANCE TO CHANGE
Resistance is in the eye of the
beholder. The people resisting don't
see what they are doing as
resistance - they often see it as
survival.
Resistance to change is a reaction to
the way a change is being led. There
are no born "resistors" out there
waiting to ruin otherwise perfect
plans. People resist in response to