Change Theories and Models

ADKAR model
Changing Organizational Culture
Dimensions of Change
Six Change Approaches
 ADKAR
The five building blocks of successful change

Prosci ADKAR Model

Awareness Awareness of the need for change

Desire to participate and support the

Desire
change

Knowledge Knowledge on how to change

Ability to implement required skills and

Ability
behaviors

Reinforcement Reinforcement to sustain the change

Connecting individual and organizational change management

Organizational change Individual phases of

management tools change (ADKAR)

Communications Awareness

Sponsor roadmap Desire

Training Knowledge

Resistance mgmt Ability

Coaching Reinforcement

Prosci
ADKAR
 ADKAR
Awareness: Is your employee aware of the need
for change?
Desire: Does your employee have the desire to
participate in the change?
Knowledge: Does your employee have the
knowledge to make the change?
Ability: Can your employee put their knowledge
into practice?
Reinforcement: Do you have reinforcements in
place to prevent your employee from reverting to
old habits?
 Eight Consideration while changing
Organizational Culture
Capitalize the propitious moments.
Combine caution with Optimism
Understand Resistance to cultural Change
Change many elements, but maintain some
continuity
Recognize the importance of implementation
Select, modify, and create appropriate cultural
forms
Modify socialization tactics
Find and cultivate innovative Leadership
 Dimensions of Change
Andrew Pettigrew and Richard Whipp
distinguish between three dimensions of
strategic change.
Content (Objective, Purpose and Goals)
WHAT
Process (Implementation) HOW
Context (The internal and external
environment) WHERE
 Five Change Factors
Environmental Assessment: Continuous
monitoring.
Human Resources as Assets and Liabilities
Linking Strategic and Operational Change
Leading the change
Overall Coherence
The Six (6) Change Approaches

Kotter and Schlesinger

 1.Education and Communication
One of the best ways to overcome resistance to
change is to educate people about the change
effort beforehand.
Up-front communication and education helps
employees see the logic in the change effort.
This reduces unfounded and incorrect rumors
concerning the effects of change in the
organization
 2.Participation and Involvement
Where the initiators do not have all the
information they need to design the change and
where others have considerable power to resist.
When employees are involved in the change
effort they are more likely to buy into change
rather than resist it.
This approach is likely to lower resistance and
those who merely acquiesce to change
 3.Facilitation and Support
Managers can head-off potential resistance by being
supportive of employees during difficult times.
Managerial support helps employees deal with fear
and anxiety during a transition period.
The basis of resistance to change is likely to be the
perception that there some form of detrimental
effect occasioned by the change in the organization.
This approach is concerned with provision of special
training, counseling, time off work
 4.Negotiation and Agreement
Managers can combat resistance by offering
incentives to employees not to resist change.
This can be done by allowing change resistors
to veto elements of change that are
threatening, or change resistors can be
offered incentives to leave the company
through early buyouts or retirements in order
to avoid having to experience the change
effort.
This approach will be appropriate where those
resisting change are in a position of power.
 5.Manipulation and Co-option
Kotter and Schlesinger suggest that an effective
manipulation technique is to co-opt with resisters.
Co-option involves the patronizing gesture in bringing a
person into a change management planning group for the
sake of appearances rather than their substantive
contribution.
This often involves selecting leaders of the resisters to
participate in the change effort.
These leaders can be given a symbolic role in decision
making without threatening the change effort.
If these leaders feel they are being tricked they are likely to
push resistance even further than if they were never
included in the change effort leadership.
 6.Explicit and Implicit Coercion
Where speed is essential and to be used only
as last resort.
Managers can explicitly or implicitly force
employees into accepting change by making
clear that resisting to change can lead to
losing jobs, firing, transferring or not
promoting employees.
Four reasons for change resistance
Parochial self-interest
some employees are more concerned about the consequences of
change for themselves. They focus on their own interests instead
on those of the organization.
Misunderstanding
this occurs due to communication problems and because incorrect
or inadequate information is provided by the organization.
Low tolerance
working in a certain way for years means security and stability.
Employees find it hard to exchange this for the unknown.
Different assessments of the situation
during the change process two groups arise; employees who agree
with the changes and are open to this and the group that does not
agree with the change and who will not display flexible,
cooperative behavior.