Change Management Models

Why This Matters

Change management isn't just about following steps—it's about understanding why people and organizations resist, adapt, and eventually embrace new ways of working. You're being tested on your ability to recognize which model fits which situation, whether you're dealing with individual psychological transitions, organizational culture shifts, or behavioral nudges. The best leaders don't just pick a model randomly; they diagnose the change context and select the right framework.

These models fall into distinct categories based on what they prioritize: some focus on sequential phases an organization must move through, others emphasize individual psychology and emotional responses, while still others address systemic alignment across multiple organizational elements. Don't just memorize the steps of each model—know what type of change problem each one solves and when you'd choose one over another.

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Phase-Based Organizational Models

These models treat change as a linear journey with distinct stages. The core principle: organizations must deliberately move through preparation, implementation, and stabilization phases to achieve lasting transformation.

Lewin's 3-Stage Model

• Unfreeze-Change-Refreeze structure—the foundational framework that influenced nearly every model that followed
• Unfreezing requires disrupting the status quo by creating dissatisfaction with current conditions before any change can take hold
• Refreezing is the most overlooked phase—without it, organizations snap back to old behaviors within months

Kotter's 8-Step Process

• Coalition-building and urgency creation distinguish this model—Kotter argues change fails without political momentum first
• Quick wins in steps 5-6 aren't optional; they maintain energy and prove the change is working to skeptics
• Anchoring in culture (step 8) echoes Lewin's refreeze but adds specificity about embedding changes in organizational values and norms

Prosci's 3-Phase Process

• Preparation-Management-Reinforcement mirrors Lewin but adds structured assessment tools and methodologies
• ADKAR integration—Prosci developed both models, so this organizational process pairs with ADKAR's individual focus
• Reinforcement mechanisms include recognition systems, accountability structures, and ongoing measurement

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Individual-Focused Psychological Models

These models recognize that organizational change ultimately happens one person at a time. The core principle: individuals move through predictable emotional and cognitive stages, and change fails when leaders ignore the human experience.

ADKAR Model

• Awareness and Desire must precede any training—people won't learn what they don't want to learn
• Ability vs. Knowledge distinction is critical: knowing how to do something differs from being able to execute it under pressure
• Reinforcement closes the loop by preventing regression through recognition, rewards, and accountability

Kübler-Ross Change Curve

• Grief stages applied to organizational change—originally developed for death and dying, now used to predict employee reactions
• Denial → Anger → Bargaining → Depression → Acceptance sequence helps leaders anticipate resistance patterns
• Non-linear progression is common; employees may cycle back through earlier stages when new information emerges

Bridges' Transition Model

• Endings come first—Bridges argues you can't embrace the new until you've mourned the old
• Neutral Zone is the danger zone where productivity drops and anxiety peaks; leaders must normalize this discomfort
• Psychological transition vs. situational change—the external change happens on day one, but internal transition takes months

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Systems and Alignment Models

These models emphasize that organizations are interconnected systems where changing one element affects everything else. The core principle: sustainable change requires alignment across multiple organizational dimensions simultaneously.

McKinsey 7-S Framework

• Hard S's (Strategy, Structure, Systems) are tangible and easier to change; Soft S's (Shared Values, Style, Staff, Skills) are cultural and resistant
• Shared Values sit at the center—McKinsey argues culture drives everything else and must align with strategic changes
• Diagnostic tool first, change model second—use 7-S to identify misalignments before selecting an implementation approach

Lippitt's Phases of Change Theory

• Seven phases emphasize diagnosis and evaluation—more analytical rigor than Lewin's simpler three stages
• Change agent role is explicit; Lippitt focuses on how external or internal consultants guide the process
• Motivation and capacity assessment (phase 2) prevents launching changes the organization isn't ready to absorb

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Emotional and Behavioral Models

These models account for the messy, non-linear reality of how humans actually experience change. The core principle: change involves emotional turbulence and behavioral patterns that can be anticipated and influenced.

Satir Change Model

• Chaos is inevitable and necessary—unlike linear models, Satir normalizes the performance dip that occurs mid-transition
• Foreign element triggers the disruption; identifying this catalyst helps leaders understand resistance patterns
• Integration phase shows gradual skill-building as people experiment with new behaviors and find what works

Nudge Theory

• Choice architecture over mandates—influence behavior by designing environments rather than issuing directives
• Defaults are powerful—making the desired behavior the path of least resistance dramatically increases adoption
• Social norms and feedback loops leverage peer pressure and real-time information to sustain behavioral change

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Quick Reference Table

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Self-Check Questions

1. Which two models both emphasize a "neutral" or "chaos" phase where performance temporarily declines—and how do they differ in what leaders should do during this period?

2. If an employee understands why a change is happening and how to implement it but still isn't performing the new behavior, which ADKAR element is missing, and what intervention would you recommend?

3. Compare and contrast Lewin's "Refreeze" stage with Kotter's "Anchor the Changes" step—what does Kotter add that Lewin's original model lacks?

4. A leader wants to increase adoption of a new expense reporting system without mandating compliance. Which model provides the best framework, and what specific techniques would you apply?

5. You're advising an organization where the new strategy is clear but employees keep reverting to old behaviors. Using McKinsey 7-S, which elements would you diagnose first, and why might "Soft S's" be the root cause?