Organizational Development

& Management of Change

Management of Change
Principles, Theories/ Strategies
Reported by: Jocelyn Delgado- Abad
Outline of the Discussion
• Management of Change Principles
• Management of Change Theories, Strategies/ Models
• Takeaways
• Case Study

Learning Objectives
• To understand on the Management of Change Principles;
• To understand the differences of the Management of Change
Theories, Strategies/ Models, and
• To apply the appropriate Management of Change Model/
Strategy in an institution/ organization
 Principles of Management of Change
Change is a process that can be enabled.

The belief that you can change is the key to change.

It is not the duration of the treatment that allows

people to change but rather its ability to inspire
continued efforts in that direction.

Repeated efforts are critical to change.

Reference: (Anastasia Belyh, 2015)

 Principles of Management of Change
Behavioral change is a function of perceived need
and occurs at the emotional, not the intellectual
level.

Resistance to change is predictable reaction to an

emotional process and depends on a person’s
perception of a change situation.

People do not usually succeed all at once. But

they can show significant improvements; and all
improvement should be accepted and rewarded.
Reference: (Anastasia Belyh, 2015)
 Lewin’s Three Stage Change Model

• Lewin’s Model is perhaps the first of change management models developed.

• Known as one of the modern pioneers of social, organizational, and applied psychology in the United
States.
• Lewin explained his change model using blocks of ice as a metaphor. In order to transform the shape of
the ice, you must “unfreeze”, or melt the ice, and then “refreeze” it in the new desired shape.
Reference: (Anastasia Belyh, 2015)
Leavitt’s Diamond
• Leavitt’s diamond, also known as
Leavitt’s System Model is an
integrated model to organizational
change management.
• Leavitt’s diamond and organizational
theory was developed by Dr. Harold
Leavitt professor at Claremont and
Stanford Universities in 1965.
• He proposed that every organizational
system is made up of four main
components:
• Structure, Tasks, People and
Technology
• And it is the interaction between
these four components that
determine the fate of an organization.
Reference: (Anastasia Belyh, 2015)
 Bridges Transition
Model:
The Productivity Dip

 Bridge proposed there are three

stages of change.
 That the change process is a
journey. As people progress
through this journey they move
from endings, through transitions
to new beginnings.
 Bridge proposed that change
happens all the time and it’s the
internal process of transition that
we can impact, rather than the
circumstances.
Reference: (Anastasia Belyh, 2015)
John Kotter is the father of change
management models.  He outlined the
Kotter’s 8 Step Change Model
reasons for change failure:
• allowing too much complexity
• failing to build a substantial coalition
• not understanding the need for a clear vision
• failing to clearly communicate the vision
• permitting roadblocks against the vision
• not planning and getting short-term wins
• declaring victory too soon
• not anchoring changes in corporate culture.

Reference: (Anastasia Belyh, 2015)

 Kubler- Ross Change Curve Model

• The Kubler-Ross Change Curve

model of individual change was
developed in the late 1960’s.
• The following modules can be
used to engage individuals
through each of its phases, as
well as develop broader
organizational change
capability.

Reference: (Anastasia Belyh, 2015)

The Burke: Litwin Change Model
• The Burke-Litwin Model
of is an organizational
change management
diagnosis model.
• By defining and
establishing cause-and-
effect relationships you
can impact and influence
the direction and scope of
an organization.
• This focus reflects on the
organization’s ability to
adapt to changes in the
external environment.

Reference: (Anastasia Belyh, 2015)

McKinsey’s 7S Framework
• McKinsey 7s model was developed in
the late 1970s by McKinsey
consultants Tom Peters, Robert
Waterman , Julien Philips, Richard
Pascale and Anthony G. Athos.
• It is best used for Operating Model
change initiatives.
• Used to understand the gaps between
the current state and the future state,
and develop action plan to bring
alignment to the organizational
structure the strategic goals.
• The model is dived into “hard” and
“soft” elements.
• Hard: Strategy, Structure and
Systems
• Soft: Shared Values, Style, Staff
and Skills

Reference: (Anastasia Belyh, 2015)

ACT!FSL

• ACT!FSL™ was developed by the Destra

Consulting Group, LLC. ACTS!FSL stands
for “Accelerating Change and
Transitions – Facilitation Skills for
Leaders”
• It highlights the ways in which an
organization can move from an “as-is”
to a “to-be state” by executing a series
of change enablers.

Reference: (Anastasia Belyh, 2015)

Switch Framework
• The Switch framework is developed by
Dan and Chip Heath.
• It combines the discipline of psychology
with behavioral economics to come up
with a model of personal change.

• The Heath brothers posit that brains

are governed by two systems:
• the rational and
• the emotional.
• And we need to speak to both in order
move others through change.

Reference: (Anastasia Belyh, 2015)

 ADKAR Model • ADKAR is an acronym that
represents the five
milestones an individual
must achieve for change to
be successful;
• Awareness, Desire,
Knowledge, Ability and
Reinforcement.
• Developed by Jeff Hyatt of
Prosci, says that
organizational change is
made up of the changes
made by the individuals who
make it up.
• When each person reliably
moves through the ADKAR
stages the organization can
be said to have changed.
Reference: (Anastasia Belyh, 2015)
 • The Johari Window is a method that helps
The Johari Window individuals and teams appreciate the
relationship dynamics they have with
themselves and others.
• Often used at the individual level it’s also
useful, and original also intended for use
at the group level, too.
• The creators were psychologists Joseph
Luft and Harrington Ingham, who in 1955
devised the approach while studying
group dynamics at the University of
California Los Angeles.
• The name Johari Window model ‘Johari’
comes from combining their first names,
Joe and Harry.
• The Johari Window model is built on two
key insights:
• Trust is built when you disclose
information about yourself
• Soliciting feedback helps you learn
about yourself and uncover what
was previously “hidden” from your
awareness. Or “blind spots”.

Reference: (Anastasia Belyh, 2015)

Roger’s Technology Adoption Curve
• The Rogers Adoption Curve is a model about how new innovative products, concepts, and ideas are
embraced and adopted by groups.
• It was conceived in 1957 by Joe M. Bohlen, George M. Beal and Everett M. Rogers at Iowa State
University.
• Rogers went on to apply the idea in detail in his book Diffusion of Innovations. The concept says that
people within groups adopt new technologies fall into five categories, in a bell curve like distribution.

Reference: (Anastasia Belyh, 2015)

Nudge Theory
• Nudge Theory or Nudge is a concept that
finds use in behavioural science,
economics, and political theory but can
be applied to change management in
organizations and businesses as well.
• This theory is mainly credited to Cass R.
Sunstein and Richard H. Thaler.
• Nudging someone or encouraging and
inspiring them to change is the basic
essence of this theory.
• Nudge theory is not only helpful in
exploring and understanding existing
influences but also explaining them to
either eliminate them or change them to
an extent where positives may begin to
be derived.
Reference: (Anastasia Belyh, 2015)
Takeaways
Sustaining
Managing the Momentum
Transition of
Developing Change
Political
Creating Support
Vision of
Change
Motivati
ng Five Activities Contributing to Effective
Change Change Management
Takeaways
Good
Plan
ning

Finding the right model/ strategy is

just one part of the story.

Good
Manag
ement
Implementing the model is the other
key.
Good
Execu
tion
University Embeds Change Management Language
And Practices Throughout Campus
A University of California- San Diego Story
 Background

Reference: (Procsi, 2018)

 The Challenge

Reference: (Procsi, 2018)

 The Solution

Reference: (Procsi, 2018)

The Results
Takeaways

“The key to awareness is acceptance followed by

understanding”.
Organizational Development
& Management of Change

Management of Change
Principles, Theories/ Strategies
Reported by: Jocelyn Delgado- Abad