I was introduced to the world of change with the PRosci ADKAR methodology. It\u2019s my default setting. It has many benefits, as frameworks go, but it is not the only game in town.<\/p>\r\n\n\r\n
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This will be a brief look at a number of change frameworks, what they\u2019re 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.<\/p>\n
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ADKAR (Prosci):<\/a><\/strong> ADKAR is an acronym for the five outcomes an individual<\/em> needs to achieve for a change to be successful: Awareness, Desire, Knowledge, Ability and Reinforcement.<\/p>\r\n\n\r\n <\/p>\r\n\n\r\n The premise behind this model (and why I\u2019m still using it as my default) is that organisational change only happens when individuals change. And since these are outcomes the individual<\/em> must achieve, the change lead\u2019s role is to set up an environment that allows individuals to achieve them.<\/p>\r\n <\/p>\r\n <\/p>\r\n\n\r\n Kotter\u2019s 8-Steps<\/a><\/strong>: Dr John Kotter, after observing \u201ccountless leaders and organi[s]ations as they\u2026tried to transform or execute their strategies\u201d, identified the commons success factors:<\/p>\r\n\n\r\n <\/p>\r\n\n\n\r\n Create a Sense of Urgency<\/p>\r\n\n\r\n Build a Guiding Coalition<\/p>\r\n\n\r\n Form a Strategic Vision<\/p>\r\n\n\r\n Enlist a Volunteer Army<\/p>\r\n\n\r\n Enable Action by Removing Barriers<\/p>\r\n\n\r\n Generate Short Term Wins<\/p>\r\n\n\r\n Sustain Acceleration<\/p>\r\n\n\r\n Institute Change<\/p>\r\n\n\n\r\n \u00a0<\/span><\/p>\r\n\n\r\n 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. <\/span><\/p>\r\n <\/p>\r\n \u00a0<\/span><\/p>\r\n\n\r\n Lewin\u2019s Change Model<\/strong>: Rather than having eight detailed steps, Kurt Lewin\u2019s model consists of three high-level, simple steps. Each of these three steps encompasses several additional steps. Specifically, the three steps are: Unfreeze<\/strong> \u2013 Assess why change is needed, Change<\/strong> \u2013 Transition towards desired behaviour, and Refreeze<\/strong> \u2013 Set the new behaviour as normal. <\/span><\/p>\r\n\n\r\n \u00a0<\/span><\/p>\r\n\n\r\n More can be found at the link above.<\/span><\/p>\r\n <\/p>\r\n <\/p>\r\n\n\r\n McKinsey\u2019s 7-S model<\/a><\/strong>: McKinsey has developed a change framework that sits on seven factors, all starting with the letter \u2018S\u2019: Strategy, Style, Skills, Systems, Structure, Staff and Shared Values<\/em>. <\/span><\/p>\r\n\n\r\n \u00a0<\/span><\/p>\r\n\n\r\n The framework maps a constellation of these interrelated factors. The premise behind this change framework is that there is no hierarchy\u2014changes in one part of the organisation would be difficult without performing some work on the other parts. <\/span><\/p>\r\n\n\r\n \u00a0<\/span><\/p>\r\n\n\r\n It’s a very strategic model, effective for large, company-wide changes.<\/span><\/p>\r\n <\/p>\r\n <\/p>\r\n\n\r\n
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