One Approach Does Not Fit All

When discussing the basics on change management, it’s important to mention that there is no one size fits all approach that works in every situation. The right approach for a project or client environment needs to fit the culture and leadership style of the organization. A few foundational change models include: the change curve, Lewin’s, Rogers’, Bridges’, ProSci’s, and Kotter’s.

For major companies embarking on a business transformation when they are taking a look at the resources, they can commit to deliver the effort they need to consider four major factors to transformation success when using internal resources[1].

·     Program duration – how long the project will be and will any others begin as a part of a broader program

·     Commitment of executives and leaders – executives and leaders are demonstrating visible commitment for the project and willing to put effort toward overall success

·     Performance integrity – will resources be able to perform at a high level for both the project and their daily jobs

·     Effort beyond day to day - the level of effort will be required to complete the project beyond their normal job responsibilities

What is change management? Change management provides structure to help an organization adapt, adopt and embed new behaviors required to operate after a new digital transformation, restructuring, process improvement, outsourcing, or other engagement. The list of types of engagements that could benefit change management to be successful is long. In implementing organization change strategies we are seeking to reduce the dip in productivity during the project to realize more business results in the end whether it is saving money, saving time, working more effectively, having better data for decision making, or a right sized organization structure.

The change curve that is ubiquitous in discussing change management originates in palliative care in dealing with death and dying, by Elizabeth Kubler-Ross[2]. The curve highlights the valley of despair when one is informed of their pending demise and the process of accepting this truly significant change.

Kurt Lewin’s model[3] of unfreeze, change and refreeze is incredibly simple. This first stage of change involves preparing the organization to accept that change is necessary, which involves breaking down the existing status quo before you can build up a new way of operating. After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction. When the changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze. The outward signs of the refreeze are a stable organization chart, consistent job descriptions, and so on. The refreeze stage also needs to help people and the organization internalize or institutionalize the changes. This means making sure that the changes are used all the time, and that they are incorporated into everyday business. With a new sense of stability, employees feel confident and comfortable with the new ways of working.

Everett Rogers Diffusion of Innovations is a theory that explains how, why, and at what rate ideas and technological innovations are adopted. In his book published in 1962, he outlined the process by which an innovation is communicated over time among individuals in a group. The theory outlines five types of responses: innovators, early adopters, early majority, late majority and laggards. Based on the theory, in a project environment if you engage innovators and early adopters in driving change activities, they will influence others in the early majority naturally. Rogers’s theory is fundamental in change management and is included in most major firms’ methods due to its practical nature.

William Bridges model for change takes into account that something always ends, whether it is a phase of business growth, an experience or way of doing something, we go through a neutral zone where we know we will experience change and have a new beginning on the other side. His model depicts endings, neutral zone, and new beginnings and answers three questions: what is changing, what will actually be different because of this change, and who is going to lose what?

ProSci’s ADKAR approach to manage change is extremely simple. ADKAR represents awareness, desire, knowledge, ability, and reinforce. At the most fundamental level awareness shares the case for change, assesses stakeholders and launches messaging. In desire, the detailed communication plan is developed, and the change network is launched. In knowledge, all types of change impacts and mitigating actions are identified. During this phase, change agents take a more active role by cascading key messages and getting feedback. In ability, demonstration of stakeholder alignment, completion change impact action plans, train the trainer and end user training will occur. Finally, in reinforce, metrics and KPI’s will be implemented, sustainment plans will be initiated, change agents will monitor progress, solve problems, and provide feedback.

John Kotter’s eight-stage process for leading change[4] is practical and has held space in many modern consulting firm’s toolkits for years. The eight-stage process includes: establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short term wins, consolidating change and producing more change, anchoring new approaches in the culture. Kotter then took his methodology to the next level with Accelerate’s[5] five principles along with the eight accelerators. The big opportunity, the guiding coalition, a change vision and strategic initiatives, attracting volunteers and driving initiatives. The big opportunity, the change vision and the strategic initiatives beget one another and must be connected in succinct language. This updated approach delivers unsurpassed results in modern enterprises seeking to transform ways of working and embed new behaviors.

As mentioned earlier, the one approach does not fit all projects or client environments. If you would like to learn more about the best approach for your project or explore we could work together, please consider scheduling a discovery meeting with me at www.calendly.com/sarasheehan.  

[1] Sirkin, H,  Keenan, P and Jackson, A. 2005. ‘The Hard Side of Change.’  HBR. Reprinted with permission.

[2] Kubler-Ross Change Curve. (2021, Jan 4) retrieved from https://www.ekrfoundation.org/5-stages-of-grief/change-curve

[3] Lewin, K. 1958, 'Group decision and Social Change,' in 'Readings in Social Psychology,' eds. Maccoby, E. E, Newcomb, T. M. and Hartley, E. L. Holt, Rinehart and Winston, New York, pp. 197–211.

[4] Kotter, J. (1996). Leading Change. Harvard Business School Press, Boston, MA. p. 35 – 158.

[5] Kotter, J. (2014). Accelerate. Harvard Business Review Press, Boston, MA. p. 131-152.