5 Types of Change Management Models

Change management models are approaches that guide organizations and individuals in the process of adapt and get used to changes, through systematic steps that allow you to approach and manage change in a way effective; At present there are many methods of change management, the five most used are discussed below.

Today more than ever, companies are in need of generating changes, either, in its objectives, structure, organizational culture, or others, in order to satisfy the demands of the current market.

the reason is simple, Those who do not adapt to change, run the risk of being left behind, and the most effective way to adapt and survive is through change management.

Hence, over the years, different change management models have emerged, providing, through systematic methods, solutions that allow companies to get used to changing environments.

Of course, each model provides a different approach that adjusts to the needs of each organization; come on what are the 5 types of most used change management models.

What are change management models?

The change management models are theoretical and practical frameworks that guide organizations and people in the process of adapting and getting used to changes in their work environment, structure, processes or any other type of organizational change.

These models offer a set of recommended steps, phases or components to approach and manage change effectively.

Types of most used change management models

Although there are many types of change management models, among the most used in organizations are the following:

Kurt Lewin's Three Stages of Change Model

Kurt Lewin's change management model is one of the oldest and best-known frameworks in the change management discipline.

This model is based on three stages, which it describes using the analogy of the change of a block of ice, which involves thawing, movement and refreezing.

Its stages are:

1. defrost: Prepares the organization for change.
2. Motion: The actual implementation of the change.
3. refreezing: Stabilize change and solidify it as the new normal.

Lewin's model It is valued for its simplicity and clarity, which makes it easy to understand and apply., and although it may seem basic for complex and multifaceted changes in today's organizations, its principles follow remain relevant and are often combined with more modern approaches to provide more comprehensive change management and detailed.

Prosci's systematic model of ADKAR change

Prosci's ADKAR model is one of the most widely used approaches in change management, which focuses on change at the individual level, stressing that success in any organizational change initiative is achieved only when each person goes through their own path of change.

The model is broken down into five sequential phases, which represent the five outcomes that people need to achieve for the change to be successful. These are:

1. Awareness (Awareness) of change.
2. Desire (Desire) to participate and support the change.
3. Knowledge (Knowledge) on how to change.
4. Ability (Ability) to implement the required skills and behaviors.
5. Booster (Reinforcement) to maintain the change.

The ADKAR model provides an easy-to-understand framework that can be used to both diagnose resistance to change, as well as to develop specific strategies to address them at each stage of the process. process.

It is especially useful because it recognizes that change is a human and personal process, providing tools to manage that human aspect of organizational change.

McKinsey 7 S Model

The McKinsey 7 S model is a conceptual framework that helps organizations understand how they can achieve effective performance and how they can align different key elements to improve that performance.

For it, is based on the idea that organizations are more than just structures and strategies, and that there are multiple factors that must be aligned for an organization to be successful.

The “7 S” refers to the seven interrelated factors that must be considered:

1. Strategy: The plan established by the organization to outperform the competition and achieve its objectives.
2. Structure: How the entity is organized: hierarchies, business units and the relationship between them.
3. Systems: Daily and routine processes and procedures that allow the organization to function.
4. Style: The leadership style and general culture of the organization, how leaders act and make decisions.
5. Staff: Employees and their abilities in general, includes aspects of human resources such as recruitment, training and development.
6. Skills: The key capabilities and competencies of the organization and its staff.
7. Shared Values: The values, culture and ethics that unite the organization.

From this management model it stands out that its elements are interconnected and that a change in one of them can affect the others; therefore, for an organization to be successful, it must achieve harmony among these seven areas.

Kotter's change management model

John Kotter's change management model is a structured approach to facilitating change in organizations, for this, highlights the importance of following a series of specific steps to ensure that the change is well received and implemented in a lasting way.

This model proposes eight essential steps, they are:

1. Establish a sense of urgency: Before a change can occur, it is necessary to understand the need and create a strong sense of urgency among the members of the organization.
2. Create the leadership coalition: Change cannot be driven by one person, it is essential to bring together a group of leaders and key players who have the influence and credibility to lead the change.
3. Develop a vision and strategy: It is essential to have a clear vision of what the future will look like after the change and what strategies will be used to achieve that vision.
4. Communicate the vision of change: Once the vision is established, it is crucial to communicate it effectively and consistently to all levels of the organization, making sure that everyone understands and is aligned with this vision.
5. Empower employees to act on the vision: This involves removing obstacles, changing structures that undermine the vision, and encouraging risk-taking and innovative action.
6. Generate short-term wins: Rather than wait for change to be complete, it's vital to achieve and celebrate quick and early small wins that demonstrate progress and keep the organization motivated.
7. Consolidate gains and produce more change: Rather than declare victory too early, it is essential to seize the moment of change to address additional areas and systems that still need improvement.
8. Anchor new approaches in culture: The last step is to ensure that the new behaviours, systems and structures are embedded in the culture of the organization to ensure the sustainability of the change in the long term.

Kotter's approach emphasizes that change is a process that takes time and requires careful and systematic effort to make sure it is done correctly and is maintained over time.

Bridges transition model

William Bridges' transition model is an approach to help people understand and deal with the personal and emotional process of change; Unlike other models that focus on the organizational and strategic stages of change, the Bridges model focuses on how people experience change on an individual level.

Bridges' transition model is based on the premise that change is a situation that occurs when something begins. or ends, while transition is the internal process that people go through when adjusting to the new beginning or final.

The transition, according to Bridges, has three phases, which are:

1. Ending: Letting go of the old.
2. Neutrality: The phase between the old and the new, a kind of “grey area”.
3. Start: Starting and committing to something new.

The Bridges transition model is especially useful for leaders and resource professionals. humans who seek to support and guide people through the emotions and reactions that arise with the change.

Conclusion:

The change management models are essential tools to navigate and facilitate organizational transformations, since they provide an orderly structure to manage and adapt to new realities, ensuring that both the organization and its members align with the new guidelines or processes.

These models are used to anticipate resistance to change., allowing companies to develop proactive strategies to overcome obstaclesThey also facilitate effective communication, ensuring that all stakeholders understand and support the direction of change.

The models also highlight the importance of focusing on people, recognizing that they are at the core of any successful transformation. Through training, support and commitment, change management models seek to minimize the negative impact and maximize opportunities for improvement.