Key for Change Management: Identifying Agents of Change in Your Organization

Where is the support likely to come from? Very often, the support for your change project comes from where you didn’t expect it.

When you start a change project, many times, the support comes from an unexpected employee. Many times you try to convince people, but anyone won’t help you. And suddenly, people in your environment- that you’d been ignoring, or that you believed could not support you- come and join your project.

Your Task

Describe the project that you’re in charge of and where you’ve been expecting these people and this type of support.

It’s your job to find and use the untapped resources and people that are going to support your change management project and help you overcome resistance.

Challenge the management models

The process of transformation can be challenging, as you have to face resistance from people in your company. But with the right approach and strategy, you can implement the new changes easily.

Though there are more than a dozen of proven change management models like ADKAR and Kubler-Ross, we’ll only look at Kotter’s theory, Lewin’s model, and McKinsey’s 7-s.

Kotter’s Theory of 8 stage Management Change Management

Developed by P. Kotter, this change management model has divided the change process into eight stages, namely:

1. Urgency: Kotter recommends creating urgency for change in your team so employees understand the need for the change.
2. Change Team: Next, build a team of individuals that have the right skills and behaviors to drive the change and are willing to work on your new project.
3. Vision: Build a strategic vision that not only considers the project’s objectives and strategy but also employees’ emotions.
4. Communicating the vision: Communicate the vision clearly to your team so that everyone understands the need and benefit of the change. At this stage, your communication and leadership skills play a critical role.
5. Removing Barriers: Start removing obstacles that can slow down your change project and increase its rollout time.
6. Short-Term Goals: Though the end result matters the most, break your goal into smaller ones and celebrate them to keep the employees motivated.
7. Keeping Moving: Once you implement changes, keep rolling them out and help your team to adjust to them.
8. Anchoring the New Changes: Even after complete implementation of the change project, change leaders should ensure that it becomes a part of the organization’s culture and values.

This was a short summary of Kotter’ 8 stages management model.

Lewin’s Change Management Model:

Lewin’s model has divided the change process into three steps.

Step#1 Unfreeze

Unfreeze: Prepare and convince employees for the change. Tell them the benefits and the need for the change. This is the first step of Kurt Lewin‘s Model.

Step#2 Change

Change: This is the transformation stage. During this stage, make the planned changes. Use your resources and time in the best way for timely implementation of the change. Effective communication is essential in the transition phase.

Step#3 Freeze

Freeze: You’ve implemented the changes. Now, make sure they get adopted by your team and become a part of routine work.

McKinsey’s 7-s Change Management Model

This change management model doesn’t divide the change process into different steps but lists the seven things to keep in mind for the success of your change management project.

1. Strategy: This is your company’s business plan that helps it to stay competitive.
2. Structure: Consider your organizational structure.
3. System: Pay attention to the way your organization and its teams work.
4. Style: Study the leadership and decision-making style in your company.
5. Shared Values: Keep the organization’s core values in mind.
6. Staff: Know more about the employees working in your organizations.
7. Skills: Learn about the hard and soft skills of your team.

Satir Change Management Model

Is is a robust tool in the hands of any organization willing to embrace change. It provides a roadmap to navigate the tumultuous journey of change, enabling smoother transitions, reduced resistance, and enhanced performance. By understanding and implementing the Satir Change Management Model, businesses can turn the risks associated with change into opportunities for growth and development. Remember, change is inevitable, but how we manage it determines the outcome.

ADKAR’s change management model

ADKAR is a widely recognized change management model developed by Jeff Hiatt, founder of Prosci, a leading change management research and consulting firm. The ADKAR model is an acronym that represents the five key stages individuals go through during a change initiative. These stages are as follows:

Awareness / Desire / Knowledge / Ability / Reinforcement

The ADKAR Change Manangement Model emphasizes the importance of addressing individual needs and concerns throughout the change process. It helps organizations manage resistance, enhance communication, and ultimately increase the chances of successful change implementation by focusing on each person’s journey through these five stages.

Thoughts on the Bridges’ Transition Model

The Bridges’ Transition Model offers a valuable approach to managing transitions. Understanding this model can help leaders guide their teams through the sometimes uncomfortable process of change, paving the way for successful organisational transformations.

Change is inevitable, and transitions can be challenging. But with the right approach and an understanding of the Bridges’ Transition Model, leaders can turn these challenges into opportunities for growth and innovation. By guiding your teams through the Ending, the Neutral Zone, and the New Beginning, you can ensure that changes are not just implemented, but are embraced and owned by all.

The Nudge Theory and Change Management

The nudge theory brings a new perspective to change management. It offers a means to influence employee behavior and decisions subtly and respectfully, making the change process less daunting and more appealing. As with any management model, its successful implementation requires understanding, creativity, and customization. But when applied well, Nudge Change Management Theory holds tremendous potential to make change management more effective and human-friendly. Indeed, the nudge theory is not merely a trend, but a potential game-changer in the world of change management.

FAQ

What is Lewin’s Change Management Model?

Lewin’s Change Management Model is a three-step framework that an organization can use to guide organizational change. The first step, “Unfreeze,” involves preparing the employees and the organization for change by breaking down existing norms and habits. The second step, “Change,” is the actual implementation of new strategies or systems. The final step, “Refreeze,” ensures the new culture and practices are solidified, providing long-term support for the business transformation.

How can the ADKAR model help in change management?

The ADKAR model focuses on the individual employees and their journey through change. The will of each individual to embrace the new business****strategies is crucial. ADKAR stands for Awareness, Desire, Knowledge, Ability, and Reinforcement. This model helps in the implementation of a new organizational structure by ensuring that each employee receives the necessary support to move through each step of the process, ultimately ensuring the success of the overall change.

What is Kotter’s 8-Step Model for Change?

Kotter’s 8-Step Model provides a comprehensive guide for managing a large-scale organizational change. This model recognizes that simply announcing a change isn’t enough; an organization must create a sense of urgency, form a guiding coalition, and develop a clear vision and strategies. The implementation process requires strong support from leadership to communicate the vision and empower employees. Without these steps, the will of the business to transform may falter, and the new culture may not take hold.

How does the McKinsey 7-S Framework relate to change management?

The McKinsey 7-S Framework is a diagnostic model that helps an organization understand the different elements that need to be aligned for successful change. It’s a holistic approach that considers both “hard” and “soft” elements, such as strategies, structure, systems, shared values (which are linked to culture), skills, staff, and style. The implementation of new business processes will be more effective if all seven elements are in sync. This model emphasizes that a successful organizational change requires more than just new procedures; it needs support from every part of the organization.

Why is communication important during a change initiative?

Effective communication is a critical step for the successful implementation of any organizational change. The will of employees to adapt and support the new business strategies is largely dependent on how well the change is communicated to them. An organization must clearly explain the reasons for the change, the benefits, and the expected outcomes. This helps to address any fear or resistance, ultimately fostering a positive culture and ensuring the model for change is embraced by all.

How can a model of organizational change be implemented effectively?

For a successful model of organizational change, an organization will need to strategically implement new business strategies. The first crucial step in this process is to secure the support of key employees and leadership, which is essential for a smooth transition. This often involves a thoughtful shift in the company culture, moving from a rigid structure to one that is more adaptable and open to innovation. The successful implementation of a new model relies on clear communication, training, and continuous support for all employees.

What are the main challenges for employees during a change implementation?

The biggest challenge for employees during a period of change is often adapting to the new reality. A successful business transformation requires a significant shift in behavior and mindset. To overcome this, the organization must provide robust support and resources to help employees navigate the changes and understand the new strategies. Without this dedicated support, there’s a risk that employees may resist the new model, which could slow down or even derail the entire process.

What is the role of organizational culture in the success of a change initiative?

The organizational culture is the foundation upon which any change initiative is built. A strong, flexible, and supportive culture can make the difference between a successful implementation and a failed one. The long-term success of the business depends on a culture that encourages employees to embrace change as a continuous process rather than a one-time event. When the culture is aligned with the new strategies, it creates a cohesive environment where the will of the organization to adapt is shared by everyone.

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This article has been written by Marc Prager.