I was introduced to the world of change with the PRosci ADKAR methodology. It’s my default setting. It has many benefits, as frameworks go, but it is not the only game in town.
This will be a brief look at a number of change frameworks, what they’re best for, and what their focus areas are. A very light touch. About as shallow as your kid's wading pool. Click the respective links if you want more depth.
ADKAR (Prosci): ADKAR is an acronym for the five outcomes an individual needs to achieve for a change to be successful: Awareness, Desire, Knowledge, Ability and Reinforcement.
The premise behind this model (and why I’m still using it as my default) is that organisational change only happens when individuals change. And since these are outcomes the individual must achieve, the change lead’s role is to set up an environment that allows individuals to achieve them.
Kotter’s 8-Steps: Dr John Kotter, after observing “countless leaders and organi[s]ations as they…tried to transform or execute their strategies”, identified the commons success factors:
This approach is a great framework for leaders to use when mapping out large, organisation-wide shifts. The practical aspects are in the details, found if you follow the link above.
Lewin’s Change Model: Rather than having eight detailed steps, Kurt Lewin’s model consists of three high-level, simple steps. Each of these three steps encompasses several additional steps. Specifically, the three steps are: Unfreeze – Assess why change is needed, Change – Transition towards desired behaviour, and Refreeze – Set the new behaviour as normal.
More can be found at the link above.
McKinsey’s 7-S model: McKinsey has developed a change framework that sits on seven factors, all starting with the letter ‘S’: Strategy, Style, Skills, Systems, Structure, Staff and Shared Values.
The framework maps a constellation of these interrelated factors. The premise behind this change framework is that there is no hierarchy—changes in one part of the organisation would be difficult without performing some work on the other parts.
It's a very strategic model, effective for large, company-wide changes.
Bridges’ Transition Model: William Bridges proposes a three-stage transition / change model. These are the three stages an individual or group experiences during a change: Ending What Currently Is, The Neutral Zone, and The New Beginning.
It’s important to note that these are not instructional steps for a change manager to follow. Rather, they are the emotions of those impacted by the change that a Change Manager needs to be aware of.
Satir Change Model: This is also a model that outlines the emotional and psychological stages individuals and groups go through during change. The emphasis in this model is the importance of validating experiences and fostering healthy communications.
The five stages outlined in this model are: Late Status Quo, Resistance, Chaos, Integration, and New Status Quo. Again, this is not a checklist for change practitioners but a guide to understanding how people may react to the different stages of change.
Change is not merely a mechanical, step-by-step, follow-the bouncing-ball exercise. Understanding and accommodating how humans affected by the change react is even more important than the mechanics. The change has a higher chance of success if the human factor is included.
I strongly recommend you explore other frameworks than the one or ones you consider your default. Is there a particular framework you prefer?