Change management models provide structured ways for organizations to plan, implement, and sustain change. Some focus on the stages of change, while others emphasize employee adoption, organizational alignment, leadership, or communication. Ten commonly discussed change management models are Lewin’s Change Management Model, Kotter’s 8-Step Process, the ADKAR Model, McKinsey 7-S Framework, Bridges’ Transition Model, Kübler-Ross Change Curve, Satir Change Model, Prosci Change Management methodology, PDCA, and the Nudge Theory.
1. Lewin’s Change Management Model
Kurt Lewin’s model describes change through three stages: Unfreeze, Change, and Refreeze.
The Unfreeze stage prepares people to move away from existing ways of working. The Change stage introduces and adopts new behaviours or processes. The Refreeze stage focuses on making the new approach part of normal operations.
The model provides a straightforward way to understand organizational change and the importance of preparing people before implementation.
2. Kotter’s 8-Step Process
John Kotter’s model outlines eight steps for leading organizational change. These include creating a sense of urgency, building a guiding coalition, forming a strategic vision, enlisting people, removing barriers, generating short-term wins, sustaining acceleration, and instituting change.
The model places significant emphasis on leadership, communication, employee engagement, and maintaining momentum throughout the change process.
3. ADKAR Model
The ADKAR Model, developed by Prosci, focuses on individual change. ADKAR stands for Awareness, Desire, Knowledge, Ability, and Reinforcement.
The model helps organizations consider whether employees understand why change is needed, want to participate, know what to do, can apply the new skills or behaviours, and have enough reinforcement to sustain the change.
4. McKinsey 7-S Framework
The McKinsey 7-S Framework looks at seven organizational elements: Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff.
The framework is useful when a change affects multiple parts of an organization. Rather than focusing only on a new process or system, it encourages leaders to consider how different organizational elements need to work together.
5. Bridges’ Transition Model
William Bridges’ Transition Model focuses on the human experience of moving through change. It identifies three stages: Ending, Losing, and Letting Go; the Neutral Zone; and the New Beginning.
The model distinguishes between an external change, such as a restructuring or new system, and the internal transition people experience as they adjust to it.
6. Kübler-Ross Change Curve
The Kübler-Ross Change Curve was adapted from Elisabeth Kübler-Ross’s work on emotional responses to loss and is often used in organizational change discussions.
The model describes possible reactions such as shock, denial, frustration, depression, experimentation, decision, and integration. People do not necessarily move through these stages in a fixed sequence, so the model is better understood as a way to discuss possible responses to significant change rather than a universal process.
7. Satir Change Model
The Satir Change Model focuses on how individuals and groups can respond when a familiar situation is disrupted. It describes stages including Late Status Quo, Resistance, Chaos, Integration, and New Status Quo.
The model highlights that performance and emotions may fluctuate during change before people develop new skills and establish a more stable way of working.
8. Prosci Change Management Methodology
Prosci’s methodology provides a structured approach to managing the people side of organizational change. It incorporates the ADKAR Model at the individual level and a three-phase organizational change process: Prepare Approach, Manage Change, and Sustain Outcomes.
The methodology emphasizes planning, communication, stakeholder engagement, adoption, and reinforcement.
9. PDCA Cycle
The Plan-Do-Check-Act cycle, commonly associated with W. Edwards Deming and quality improvement, can also be applied to organizational change.
Organizations first plan an improvement, implement it, check the results, and then act based on what they learn. The cycle can be repeated to support continuous improvement rather than treating change as a one-time activity.
10. Nudge Theory
Nudge Theory, associated with Richard Thaler and Cass Sunstein, focuses on influencing behaviour by changing the environment in which people make decisions.
In organizational settings, this might involve making a desired behaviour easier, providing timely reminders, changing how information is presented, or adjusting workplace processes. It can complement broader change management approaches when organizations want to encourage specific behaviours.
Choosing a Change Management Model
Different models serve different purposes. Lewin’s model provides a simple three-stage view of change, while ADKAR focuses on individual adoption. Kotter emphasizes leadership and organizational momentum, while McKinsey 7-S looks at alignment across the organization.
Organizations do not necessarily need to follow one model from beginning to end. Depending on the situation, elements from different models can be combined to address the specific challenges of a change initiative.
Using Change Management Models Effectively
A change management model is a framework, not a substitute for understanding the organization and its people. Leaders should consider the scale of the change, its impact on employees, the organization’s culture, available resources, and the level of support required. Tools such as the Change Style Indicator can add to this picture by showing how different people prefer to approach change.
The most important consideration is whether the chosen approach helps people understand the change, develop the necessary capabilities, adopt new behaviours, and sustain the desired results over time.
Learn more about Change Style Indicator here: https://www.workplaceasia.com.sg/tools-singapore/change-style-indicator-singapore/