Interscale Content Hub – For IT pros, change management models are key to making sure that changes—like updating legacy systems or integrating cutting-edge technologies—go as smoothly as possible with as little disruption as possible.
There are a lot of benefits to these models: they help reduce employee resistance, build engagement, and increase the chances of a successful change initiative.
If you use these structured approaches, you can help people to accept change, and make sure that new ideas are in line with the company’s overall strategy.
Now, let’s break down the change management models together.
What are Change Management Models?
Change management models function as essential toolkits for successful organizational change.
Change management models provide structured frameworks to guide the implementation of changes, minimizing potential disruptions and maximizing the associated benefits. This ensures smoother transitions and optimizes outcomes for the organization.
Research conducted by McKinsey highlights a critical element in the change process: the need for alignment between reward systems and desired results.
As an example, to successfully drive change, organizations must deliberate how they use rewards and incentives.
These systems should actively encourage the right behaviors and contribute to reaching the desired goals rather than accidentally promoting counterproductive actions.
So, organizations must ensure that their incentives and reward structures directly promote the behaviors essential for navigating the change journey, avoiding the pitfall of unintentionally encouraging counterproductive actions.
The value of change management models is evident in how they have assisted organizations in overcoming challenges like limited funding, shifts in demographics, or even the complexities of post-merger integration.
These situations illustrate how effective change management requires strategies tailored to specific needs and circumstances, ensuring long-term success.
A good example of well-executed change management is the evolution of Netflix.
Starting as a DVD rental company, Netflix strategically transformed its business model, first with a subscription service in 1999 and later with a groundbreaking move into streaming in 2007.
These shifts seamlessly aligned with emerging technologies and evolving consumer preferences, securing Netflix’s position as a leader in the entertainment industry.
Their success underscores the importance of a systematic approach to change management, where careful planning, well-defined execution, and continued monitoring ensure alignment with strategic organizational goals.
For a deeper look at how the change management process works, you can read “Change Ruin Your Day: Let’s Deploy the Change Management Process.”
Popular Change Management Models
Now, let’s take a closer look at some of the commonly used change management models.
Lewin’s Change Management Model
Developed in the 1940s by social psychologist Kurt Lewin, this foundational model offers a three-stage framework to guide organizational change.
The framework is particularly valuable when clearly transitioning from one established way of operating to a distinctly different one.
Unfreeze
This phase prepares the organization for change. It centers on challenging the existing status quo and creating a sense of urgency.
Data-driven insights, such as declining performance metrics, can be powerful tools in demonstrating the need for change and moving people away from established patterns.
Change
Once the organization understands and accepts the need for change, it’s time to implement new processes or behaviors.
Clear communication, training, and employee support are vital in this phase, as is managing any resistance that might arise.
Celebrating short-term successes can provide motivation and build momentum during this transition.
Refreeze
The final stage centers on solidifying the changes as the new standard.
This involves reinforcing the new practices, celebrating successes, and integrating the changes into the organization’s culture.
Continued leadership support, ongoing training, and ensuring reward systems align with the change are crucial to long-term success.
Nokia provides a compelling example of Lewin’s model in action. In the mid-2000s, facing declining market share in the rapidly evolving smartphone landscape, Nokia recognized the need for change. This is the unfreeze phase.
They implemented new strategies, such as developing their Symbian platform and partnering with Microsoft. This is the change phase.
Despite some initial employee hesitation, leadership provided support and emphasized the benefits, ultimately solidifying the new direction and reestablishing Nokia’s market position. This is the refreeze phase.
The McKinsey 7-S Model
Developed in the 1980s, the McKinsey 7-S model provides a holistic framework for analyzing the internal alignment of an organization.
It centers on seven interconnected elements: strategy, structure, systems, shared values, skills, style, and staff.
The model emphasizes that harmony between these elements is essential for successfully implementing change initiatives.
Using the McKinsey 7-S Model begins with a comprehensive assessment to pinpoint where these seven elements might be out of sync.
For example, the assessment might reveal that the organization’s management style (style) conflicts with the established strategic goals (strategy).
Once misalignments are identified, the process involves realigning the organizational design across these elements and implementing necessary adjustments.
Continuous monitoring and refinements are crucial to maintain this balance over time.
This model proves particularly beneficial in managing complex changes like mergers, digital transformations, or significant strategic shifts.
Understanding the relationships between organizational elements is vital to success in these cases.
For example, a company embracing new technology might need to adjust its structure or enhance skill sets to support the transition effectively.
While comprehensive, the McKinsey 7-S Model’s application can be complex.
It requires a deep understanding of how each element influences the others. Successful implementation often depends on strong leadership buy-in and strategic organizational communication.
Notably, the model emphasizes the dynamic nature of change, underscoring the need for ongoing adjustments to stay aligned with internal and external shifts.
John Kotter’s 8-Step Process
John Kotter’s model offers organizations a systematic approach to implementing complex changes.
His framework consists of eight carefully sequenced steps designed to build momentum, secure buy-in at all levels, and ensure the transition’s lasting impact. This model is precious for large-scale transformations.
Kotter’s process begins with establishing a sense of urgency. This involves clearly communicating the reasons for change and fostering a shared understanding of the potential consequences of inaction.
This early emphasis on the need for change helps garner initial support.
Next, assembling a powerful guiding coalition of influential leaders from across the organization ensures a strong force driving the change initiative forward.
Developing a clear and compelling vision and a well-defined strategy for achieving the desired change becomes the third step.
This vision provides a guiding star for the organization, offering focus and direction. Effective communication of this vision across all levels is crucial for maintaining alignment and enthusiasm throughout the change process.
The following steps involve empowering employees and removing obstacles. Empowerment means providing training, resources, and autonomy to enact the vision.
Simultaneously, outdated systems or processes that might hinder progress need to be streamlined or revised.
Kotter emphasizes the value of short-term wins. Celebrating early successes motivates employees, validates the change effort, and builds momentum.
Finally, to ensure lasting transformation, Kotter’s model stresses consolidating gains and driving further change.
This involves reinforcing the new practices, celebrating milestones, and integrating the changes deeply into the organization’s culture.
The goal is to make the new behaviors a natural and ingrained part of the organization’s operations.
The ADKAR Model
The ADKAR Model provides a people-centric framework, emphasizing the individual journey through change.
It has five key objectives: Awareness, Desire, Knowledge, Ability, and Reinforcement.
This model is precious for ensuring the lasting adoption of changes, making it essential when managing individual transitions within broader organizational shifts.
The ADKAR Model’s strength lies in its structured approach, breaking down the change process into manageable steps that directly address the human side of change.
It’s particularly well-suited for initiatives requiring significant changes in employee behavior or work processes.
The example uses of the ADKAR model can be found in various settings. Companies utilize it to streamline processes and boost productivity, while healthcare organizations implement it to successfully manage changes in technology or procedures that depend on active staff engagement.
Naturally, challenges accompany any change initiative. Overcoming resistance and ensuring alignment with the goals of the transformation are two common hurdles.
Clear communication about the benefits of the change, along with well-designed training and support, are crucial to addressing resistance.
Additionally, sustained monitoring and reinforcement of new behaviors integrate these changes into the organizational culture, ensuring their longevity and success.
Bridges’ Transition Model
Bridges’ transition model offers a unique perspective on change. Rather than focusing solely on external changes, it emphasizes the internal psychological processes individuals experience.
This perspective is valuable in the IT industry, where frequent changes can significantly impact employees. The model comprises three distinct stages:
Ending, Losing, and Letting Go
The initial stage revolves around acknowledging and managing the sense of loss that often accompanies change.
It’s natural for individuals to experience resistance, frustration, and even grief as familiar processes and ways of working are left behind.
Leaders must recognize these feelings, provide support, and help employees understand the reasons behind the change to facilitate moving forward.
The Neutral Zone
This phase can be disorienting, marked by a mix of uncertainty and possibility.
Old routines have been disrupted, but new ones haven’t solidified, potentially creating a sense of ambiguity.
Leadership can navigate this phase by maintaining transparent communication, establishing clear short-term goals, and encouraging employee participation to find innovative solutions during this transition.
The New Beginning
The employees reach a stage where they gradually accept and embrace the change. They demonstrate an openness to new operating methods and a renewed commitment to the organization’s goals.
To foster this positive momentum, it’s vital to align individual goals with the organization’s broader objectives and celebrate successes, reinforcing the benefits of the change.
How to Choose the Right Change Management Models
If you need to choose the ideal change management model, please note that this is an important time.
It means you need to think carefully – it’s a decision that directly impacts the success of your initiative.
So, start by aligning the model with your organizational goals. Clearly define what you want to achieve, and choose a model that helps you reach those specific targets and measure your progress along the way.
Next, assess the scale of the change. Is it a minor process update or a complete transformation?
Smaller changes might only need a simple framework. At the same time, large-scale overhauls often benefit from the structure of models like Kotter’s 8-Step Process or the McKinsey 7-S Framework, which analyzes multiple interconnected organizational parts.
\Kindly read “Newbie Guide Choosing Change Management Framework for Less Chaos,” for more insight on framework.
Understanding your organization’s readiness and culture is vital. The model you select should fit seamlessly into your existing way of operating.
A mismatch here can create friction, so choose a model that complements your organization’s structure and values.
Since change isn’t just about processes and people, consider the human element. Models like ADKAR or Bridges’ Transition Model put individual journeys at the forefront, helping you address resistance and create a supportive environment throughout the change process.
And for sure, always consider that flexibility and integration are key. Change can be unpredictable, so choosing a model that easily adapts to unexpected challenges is wise.
Additionally, consider how well it can be used alongside other methodologies or project management tools, allowing you to build a customized and multifaceted change management strategy.
With all those considerations, we at Interscale offer expert guidance and support to ensure your IT transformations are successful.
We understand that change can be complex, which is why we merge proven change management approaches with our in-depth IT expertise.
This allows us to develop a customized plan that minimizes disruption and maximizes the seamless adoption of new technologies or procedures within your organization.
Our approach directly benefits you through improved efficiency and a smoother experience for both your internal teams and your customers.
We have a proven track record – we don’t just talk about managing change, we’ve actively helped organizations like Mount Evelyn Christian School seamlessly integrate IT upgrades, resulting in enhanced operations across the board.
Definitely, we want you to work with us. Hence, we’ve got a lot to show you.
So, for the initial step, kindly check our Interscale IT Support page to learn more about our experience and what we’ve accomplished. Yes, we’d like you to run some background checks.
Or, when you’re ready, schedule an appointment with us. We’re available 24/7.
Conclusion
To reiterate, the use of change management models provides IT teams with the tools to effectively manage change.
These models not only streamline transitions, but also provide strategies to ensure the longevity of the changes, maximizing their positive impact on your business while minimizing disruption.
The effective integration of these change management models is a key factor in ensuring successful IT transformations.
