Change Theories and Models

Changing Organizational Culture

Dimensions of Change
Six Change Approaches
 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.
 Change
“Organizations don’t change - people within
organizations change.”

Any business change

requires individuals to
do their jobs
differently to be
successful

Adapted from Prosci 2008

Change is not always easy!

Adapted from Prosci 2008

The ADKAR Model
ADKAR describes the
required phases that
an individual will go
through when faced
with change.

Adapted from Prosci 2008

 The ADKAR Model

ADKAR is a foundational
tool for understanding
“how, why and when” to
use different change
management tools.

Adapted from Prosci 2008

 The five building blocks of successful
change

Awareness of the need for change

Desire to participate and support the

change

Knowledge on how to change

Ability to implement required skills and

behaviors

Reinforcement to sustain the change

Adapted from Prosci 2008

The ADKAR Model
Awareness of the need for change.
• What is the nature of the
change?
• Why is the change
happening?
• What is the risk of not
changing?

Adapted from Prosci 2008

The ADKAR Model
Desire to support the change.
• Personal motivation to
support the change
• Organizational drivers to
support change

Adapted from Prosci 2008

The ADKAR Model
Knowledge on how to change.
• Knowledge, skills and
behaviors required
during and after the
change
• Understanding how to
change

Adapted from Prosci 2008

The ADKAR Model
Ability to implement new skills.
• Demonstrated ability to
implement the change
• Barriers that may inhibit
implementing the change

Adapted from Prosci 2008

The ADKAR Model
Reinforcement to sustain the change.
• Mechanisms to keep the
change in place
• Recognition, rewards,
incentives, successes

Adapted from Prosci 2008

Connecting ADKAR and the current,
transition and future states.

Current Transition Future

A D K A R

Adapted from Prosci 2008

ADKAR Gap Model

Change

Confusion

Resistance

Fear/
Anxiety

Frustration

Backsliding

Adapted from Prosci 2008

 Developing corrective actions with
ADKAR
If the gap is: Corrective actions:

Awareness Management communicates about the

business reasons for change (why, risk of not
changing, drivers of change); Face-to-face
communications with immediate supervisors
about how the change impacts you directly is
what should occur

Desire Look for pockets of resistance and identify the

root cause; discuss your desire for resisting
the change

Adapted from Prosci 2008

 Developing corrective actions
with ADKAR
If the gap is: Corrective actions:
Knowledge Training on how to change and the skills
needed after the change

Ability On-the-job training and job aides to support

the new behaviors; Coaching by
supervisors; Troubleshooting

Reinforcement Messages by senior leaders and

supervisors that the change is here to stay;
Individual coaching sessions to identity
gaps

Adapted from Prosci 2008

 Applying ADKAR:
Not everyone moves through change
at the same pace
Change with one
person… A
Or twenty people…
A
A A
Or five people… D
A D
D D
A
A KA
D A D
K A A K AA K
A AA K A
D
K
D D
A A
D R A DD A A
K A
A DK A D
A D AA K D
K A R KK A R D
D DR A A D AK K R K
DR K DR A A D AAA D K
K DR K RA A A
K K K R K DRR K A
A A K A RK R R
A A A
A R
R A R
A R
R
R
R R
A
R
R

R A
D
A A
A A A
A
A A
A A A D D A D A
A A A A A A A A A KA D A D D
D D D A A A A D AA KA
D D
A
D D
A
D D
A D A D D A A A DKAAA AK A KAAD D
DAA KA A K
D
A K A K A K
DAA D ADA ADA A K AAA KDD AA AA
A A AK AA K D A A AK AA K A D KA A AD KA
D AD K K
DD
D R D A DD D
A D D
A A K A
A A
K K D A AA D A AR A A
D A D AD D A
K AA D
A A K A K A A AA K AKA A KK D D KA D R DK DD
A ADDA KKK A DA DD
DD D AA D A A K AD AA D A A D AA D A A DK A A A D A D K AADA K A RKKA A K D DARKKA D A A DA KKD AA KDRK KK DDD AA D
R D
A
K RK D K D R D K D D A A A A A A
A A R A D AAAA A A
K K A
A
D R AA DK A K
AA A DR K A D A D A D DD AADADAD AK AAD
DAR K AD R KA D D R K D K AAD R
AADK AKAKAKD
A K DAAA AR KKKDADR D
AAAKDDAA AAAAAKK A A DAR K D
A A K KAA DR KK A DRA K A DR K
A D R
K D RAA A D DDKD A
A
R
KA K RR K A D D D K A D K A K
D A K AKDA A K A A A DRAKDKA A K D K A DR KKAA DA K AKKDRDDKRK A
AR D K A
D
K RAD R ADAA A DAK DDAAAAK AAAAD D KD AA K A
A K ADR A K AA K A AR K K A R K DDRR DKDKR DARAKDRR DA A DD R
Or 1000 people…
A DRR KK DDD AA
D R A ADD A K AAA D A
R A AD
K AD
A R ADA D
K A
R K AAD A RDAA D DK AAA D A K DAAAR DKA A A
K A KRKDA R RD
A ADRRAKKAKAA A KK
R AA RDRRKA D A
DR KDAR A R A ADK D D K D D D K D D
R A
K A ADD
A R A AAAK AKKAAADK
A R K AK A
A K KRA KKDRAA K
A D K
K K KK RD
A A RK
D K AK DR AA D
A R A R A R A R A A KD R KD KA D
DARA D A K K AA KR A D K AA A R R R R
K R K DR K A AKA R AR K D DKRA KK A RK D KDAR K D D
R R K RA KAK RR RA DRA A A D
RKK K R RDRR AD A A
ARD RKAA A
R A AD RAR AAA D A
K
A
K D
AR A RK
ADA AAR
R DR
A RA A D K
AAAAAK
K A A K A
RA K DR K
K AKDR D A A R DK AA K K AA RA A KRAA K
A
A KA A A A K AA RD D AK D RAK KRAA
AD RR D AKA
AA K
A AA D A A D KA A
A D A AK A
A D K A
RAAK AK A
K
DR
A DRR KKA R
D A
RADR A D A
ARK A RA K A RR ADR R K A A AR A A D
A
A A ARA KD AK R DA
D A A RA K A D
D DAAR
A DA RA AADAK AD AA AD ARA KAK A D R K DAA A K ARD A
K RK R RD RD R D A
KD R RAADKKA RA AKRR RAD DA
D
K RR A A
K A
RD AK ADAD R KARDK AAAK AA DADAR K RD K ARR ARA D DRA A AK
D AADA A AD AR K AD A D
K A AA DK RADR KK K R D AR A DK ARRRR KDA DRRD
K K
R DA DAR D
AAK DD AADAR D K D RA R
R
A
A K DRD KAR A DKA ADK
D RA DKR DD
K AD RADA R
R K AA A KRR DDRAADA R
A A DAK AAA R K K
D A A RA A AR K R A KAAD R DK KRA
A R R DA R
K KD K
RAK R AK A A AKA DDA DR KKRA AA K A DRK DAKRA AK AD R DKA DKR D AA KKR DK ADAR AARKD R A
A DDDRAKA DK AAAA A RKDAAA RAKA KRAAR D KA ARA AK AK
A A K A
K AA DARA KK
D DKA
R K
A K A AA D K K A A K AKA AD K K
A K RDA A R A DK R A AK
R R A R D A R D A A AARD RA
A
A A D KDAR AKDA A AA DA A A A A A A K R K K K
D DA A A DAA DDR D A AAADAK D D R
KKR K
D
DA AKA AKD DADRAK DK R A AA R R D A A AA D A R
A DDRD R AAKDD AR D AA A D AA R
A DD K
D R AK AK
AD AAA
DA RARKD
DKR
DADDARA
D RKA KDRD K AD R
D AADA D AK
RKDKAADKRR
KDAR A DK AK
DK DA DAAA
RDKA KA A KDKA KA
R KK DDRADAA D KA K
D DR
A
A RAK KA DAR KR K R D RAKA DD K AARDDR KR D AA D
R R K
A R R R A R R A
A AR D AR K DKARD K
A K A D K
D D K K ARAK AKR R K AK D A D K D R K A D K
R
RK A RD
D KK D RA K DAKAR K
DR R AA K D RK
A K KA RKDR KRA DKRA KAKRAD K
R KD AR DAD A D
ARAK
KK DKR DA A
AA AA KR A AR ADR K A A A DR KD
K ARA RA KKD RR
A
K DARA KKK KA AA AK A
A A K KAAA A D A KK DRRKAKAA K AD
ARDDRAAAKA AA
RA RR K DR KR
A
D D KDKR AAA AD K
A AA A
AA K D AK AD K A
KA A
K AK
DR K
K AAA A KR AR A A
K RR
D RAA RA
A D AKA AD KARAA RA DA AK DARDKRK RA R AAA K D DAKRA KA DR
K
A RRRKA DARA DA DKR AAA D R K AAD R AA D K A
A D R
A K A
R RA D R A A K A D D
R RA
R A A D R A K
A RR R K ADAR R R KK RA A A DD R K KA A A
RK D R D R
DRR K A D DRR A K A D R A DR K A D R A
R R RD R R A D R R K A A
A D RR
R K RR
K AD RK A
A RR R A K R
DR K A D R AR DR K A D KR AA R DRR K KA D AR A RK A R K R K R KR R K K
A RA
K
RK R R R A R
RK RAK RR R R K
K
K
A RA A R K AA KKR A
RKRR AR K R K K AK R K K R AKAR K R R K
R K R AK R K R K A KA A RR AA K A AR K RAA
R A
R A R RAR A A A A AR A
A
R RA
K A
R
A R A A A R R R A R R A
A RA A R A RA A R RA
A AR R
RR A RAR A R R R A
RR R R R
A R R R
A R
R R R R R R
R R RR R RR R R
R R R R R R R
R R R R
Adapted from Prosci 2008