Change Management Models

70% of change initiatives fail. (And it's rarely because the idea was bad.) Here's what actually kills transformation: You picked the wrong change model for the job. It's like performing surgery with a hammer. Sure, you're using a tool. But it's the wrong one. I've watched brilliant CEOs tank their companies this way: Using individual coaching (ADKAR) for company-wide transformation. Result: 200 people change. 2,000 don't. Running a massive 8-step program for a simple process fix. Result: 6 months wasted. Team exhausted. Nothing changes. Forcing top-down mandates when they needed subtle nudges. Result: Rebellion. Resentment. Resignation letters. Here's what nobody tells you about change: The size of your change determines your approach. Real examples from the field: 💡 Startup pivoting product: → Used Lewin's 3-stage (unfreeze old way, change, refreeze) → 3 months. Clean transition. Team aligned. 💡 Enterprise going digital: → Used Kotter's 8-step process → Created urgency first. Built coalition. Enabled action. → 18 months later: $50M in new revenue. 💡 Sales team adopting new CRM: → Used Nudge Theory → Made old system harder to access → Put new system as browser homepage → 95% adoption in 2 weeks. Zero complaints. The expensive truth: Wrong model = wasted months + burned budgets + broken trust Right model = faster adoption + sustained results + energized teams Warning signs you're using the wrong model: • High activity, low progress • People comply but don't commit • Changes revert within weeks • Energy drops as you push harder • "This too shall pass" becomes the motto Match your medicine to your ailment: Small behavior change? Nudge it. Individual performance? ADKAR it. Cultural shift? Influence it. Full transformation? Kotter it. Enterprise overhaul? BCG it. Stop treating every change like a nail. Start choosing the right tool for the job. Your next change initiative depends on it. Your team's trust demands it. Your company's future requires it. Save this. Share it with your leadership team. Because the next time someone says "people resist change," you'll know the truth: People don't resist change. They resist the wrong approach to change. P.S. Want a PDF of my Change Management cheat sheet? Get it free: https://lnkd.in/dv7biXUs ♻️ Repost to help a leader in your network. Follow Eric Partaker for more operational insights. — 📢 Want to lead like a world-class CEO? Join my FREE TRAINING: "The 8 Qualities That Separate World-Class CEOs From Everyone Else" Thu Jul 3rd, 12 noon Eastern / 5pm UK time https://lnkd.in/dy-6w_rx 📌 The CEO Accelerator starts July 23rd. 20+ Founders & CEOs have already enrolled. Learn more and apply: https://lnkd.in/dwndXMAk

How to realize real change? Big changes are notoriously difficult to make. With these four strategies in your repertoire, you can adapt your change strategy to what works. There are many typologies of change strategies. A useful one is the “Four General Strategies for Changing Human Systems,” by Quinn and Sonenstein (2007). It identifies four strategies that you can use for making organizational changes. EMPIRICAL-RATIONAL (“Telling” Strategy) Expects self-interested rationality. Will adopt a proposed change if the proposed changes are rationally justified, and the change agent demonstrates the benefit. This approach emphasizes that if the target has a justifiable reason to change (for self-interest), change comes from simply telling the target about the change. POWER-COERCIVE (“Forcing” Strategy) Change efforts in which a more powerful person imposes their will on a less powerful person. The change agent seemingly exercises coercion that ranges from subtle manipulation to the direct use of physical force. The main advantage is effective and rapid results. However, this comes at the expense of damaging relationships and trust. NORMATIVE-REEDUCATIVE (“Participating” Strategy) Views people as rationally self-interested, but emphasizes changes in a target’s values, skills and relationship. This approach understands people as inherently social, guided by a normative culture that influences behaviors. To successfully guide the changes, this method relies on trainers, therapists, or other change agents. SELF-TRANSCENDENCE (“Transcending” Strategy) Assumes people are internally driven to learn and grow and are intrinsically motivated to contribute to the greater good. It relies strongly on people’s integrity, awareness, and consciousness to know what is the right thing to do and act accordingly. Creates peace of mind and alignment between one’s values and behaviors. All strategies can work and they can be used together. The main thing to discover is which strategy to use when. This requires a good understanding of the situation, as well as the people in that situation. Are they sensitive to telling, to forcing, to participating, or to self-transcendence? For the next change you intend to make in your organization, consider these four strategies. Which one would you be normally using? Is it the most effective one? Which other strategies can you use to foster the change that you intend? —- For more useful strategy and leadership content, join my Soulful Strategy newsletter: https://lnkd.in/eKjb8Uss #humanbehavior #peoplemanagement #socialskills

Employees who don’t like their organization’s culture are 24% more likely to quit. 👇 Why? ---> Lack of Awareness ---> Misaligned Values ---> Poor Adaptability ---> Ineffective Leadership Organizations must understand and shape culture intentionally. How? By using proven frameworks that unlock its power. Consider these impactful models: ---> Schein's Three-Level Model Artifacts, Espoused Values, and Underlying Assumptions shape team behavior. ---> Hofstede's Cultural Dimensions Six dimensions—like Power Distance and Individualism vs. Collectivism—help decode diversity. ---> Denison's Organizational Culture Model Mission, Adaptability, Involvement, and Consistency drive high performance. ---> Cameron and Quinn's Competing Values Framework Clan, Adhocracy, Hierarchy, and Market—four culture types, each with unique strengths. Each framework equips you to shape culture as a strategic advantage. Yes, they help you avoid the 70%. But also... They transform culture into a driver of business growth and success. ➟ Focus intentionally. ➟ Lead effectively. ➟ Align your values. ➟ Perform with purpose. -- Think this insight could help others? Pass it on ♻️ or follow Alan (AJ) Silber for more.

Transformation isn’t magic. It’s design. And like any great design, it stands on a solid foundation. One of the frameworks I use when guiding organizations through change is what I call the 4S Framework of Transformation: 🔹 Support People don’t resist change—they resist doing it alone. Leaders need visible, ongoing support mechanisms to guide people emotionally and practically through uncertainty. 🔹 Skills You can’t expect new outcomes with old capabilities. Upskilling, reskilling, and even unlearning are essential for people to thrive in new environments. 🔹 Structure Transformation collapses when roles, responsibilities, and reporting lines are unclear. Clarity breeds confidence. You can’t be agile in chaos. 🔹 Systems What gets rewarded, gets repeated. Systems (tech, processes, metrics) must reinforce the behavior you want to see. Otherwise, culture change won’t stick. These 4 pillars help organizations move beyond surface-level initiatives and into deep, sustained transformation. Because change isn’t just about strategy. It’s about giving your people the foundation to actually live it. Which of these 4S do you see most often overlooked in your organization’s change journey? Let’s compare notes. #ChangeManagement #OrganizationalTransformation #Leadership #FutureOfWork #WorkplaceCulture #TheFutureFitOrganization  #TransformationFramework #HRStrategy #PeopleFirst #BusinessChange

Understanding Systems Change 🌎 To address complex social and environmental problems, businesses need frameworks that go beyond surface-level interventions. The Systems Change Tree and the Six Conditions of Systems Change offer structured approaches to analyze and influence systems effectively. The Systems Change Tree represents a system as a tree with different levels: visible outcomes and events (leaves), recurring patterns (branches), power dynamics and relationships (sap), institutional structures (trunk), and underlying mindsets and beliefs (roots). Each level influences the others, and most challenges originate deeper in the system. The Six Conditions of Systems Change, developed by Kania, Kramer, and Senge, defines six areas that hold systems in place: policies, practices, and resource flows (structural); relationships and power dynamics (relational); and mental models (transformative). These are categorized by how visible and tangible they are, helping organizations identify where interventions may be most effective. Both frameworks emphasize that visible outcomes are often symptoms of deeper causes. Addressing only structural or policy issues can lead to limited or temporary impact. Long-term progress requires engaging with less visible elements like informal influence, relational dynamics, and cultural assumptions. For businesses, these tools provide a useful lens to analyze operational, organizational, or sector-level challenges. They help identify which areas require redesign, redistribution, or rethinking to enable sustainable outcomes and reduce systemic resistance to change. The frameworks also reinforce the importance of interconnection—between departments, stakeholders, and systems. Change in one area often depends on shifts in others. This is particularly relevant for ESG strategies, where social, environmental, and governance factors interact in complex ways. Using these approaches can strengthen impact strategies, risk assessments, and stakeholder engagement. They also support alignment between purpose-driven goals and operational practices. Both frameworks serve as practical guides for understanding systems, identifying leverage points, and designing interventions that address root causes rather than symptoms. #sustainability #sustainable #business

It is an honour to have the impact of my research recognised in the 2024 Business Research awards at Durham University Business School 😀 My recent focus has been on the limitations to prescriptive linear approaches that do not reflect the complexity and multiplicity of most transformation initiatives. In contrast to a linear approach, through empirical research I have developed a Business Transformation Framework for a people-centric approach to change. The framework is built on the key concepts outlined in my latest book on 'People-Centric Organizational Change' and as an iterative cycle it is appropriate for ensuring agility and adaptability, since each element of the framework constantly informs the orientation of previous and subsequent phases. The framework is supported with eight key principles which comprise: Build Engagement; Foster Collaboration; Encourage Dialogue; Promote reflection and Inquiry; Stimulate Innovation; Enhance Wellbeing; Develop Managers; and Build Transformation Capabilities. There are several factors which need to be considered when applying the framework and the supporting principles in practice including the following. - Foster a culture that embraces people-centric change This takes time and the message needs to be constantly reiterated in person by leaders and managers role modelling the behaviours that they want their workforce to demonstrate by adopting a ‘do as I do’ way of behaving and working. - Implement training and development practices Training and development practices can help to change behavioural elements of the culture. To ensure new behaviours stick training and development interventions need to be followed-up with ongoing support and coaching. It is also important to recognize when the new behaviours are being enacted and provide subsequent positive feedback to individuals. Observing people doing things right and rewarding their positive behaviours is important. - Adapt the Business Transformation Framework to local contexts and provide opportunities for applying it and learning from the application Ensure that people at all levels have the opportunity to become familiar with using and adapting the Business Transformation Framework, as appropriate, with the support from managers as well as development interventions such as training and coaching.   Kogan Page HR Insights Emma Dodworth CIPD #Peoplecentricchange #peopleandchange #businesstransformations #leadingchange #researchimpact

Managing change isn't easy; a lot fails. But it can be done; here's how ⬇️ Handling change effectively requires understanding and action. But what's the method? There are many change models you can use and I'm going to cover some of the most popular in the weeks ahead in a new series. Today ➡️ The Kübler-Ross Change Curve This shows you the emotional journey teams go through during change. From shock to acceptance. Understanding this helps you lead with empathy and action. Here’s how to support your team through each stage: ✅ Acknowledge the Shock ↳ Be transparent, answer questions – Hold meetings. ↳ Normalise emotions – Reassure feeling overwhelmed is normal. ↳ Provide context – Explain the reason for the change. ↳ Give time to process – Allow space to absorb the news. ✅ Address Denial ↳ Communicate often – Regularly share updates. ↳ Be consistent – Keep messages clear and steady. ↳ Highlight urgency – Explain why the change is important. ↳ Share real stories – Give examples of similar successes. ✅ Manage Frustration ↳ Listen, offer solutions – Set up feedback sessions. ↳ Create feedback loops – Provide a space for input. ↳ Break it down – Simplify the steps to change. ↳ Acknowledge struggles – Show empathy and understanding. ✅ Support Depression ↳ Check in, offer support – Arrange one-on-ones. ↳ Celebrate small wins – Recognise even small progress. ↳ Offer flexibility – Allow flexible timelines or tasks. ↳ Assign buddies – Pair with supportive colleagues. ✅ Encourage Experimentation ↳ Give room to adapt – Encourage trying new ideas. ↳ Create a safe space – Allow room for mistakes. ↳ Provide resources – Offer tools or training. ↳ Promote teamwork – Encourage team collaboration. ✅ Enable Decisions ↳ Empower ownership – Let them take charge. ↳ Involve early – Ask for input from the start. ↳ Delegate tasks – Give them responsibility. ↳ Recognise leaders – Celebrate those stepping up. Each stage is crucial for navigating change. These steps help manage change smoothly, turning challenges into opportunities. By understanding these stages, you can not only cope with change; but thrive through it. (Next time - Kotter's 8 Steps Model) What's your top tip for managing change? Please comment below ⬇️ ----------------- For more valuable content, follow me, Sean McPheat and then hit the 🔔 button to stay updated on my future posts. ♻️ Repost to support leaders during change. 📄 Download a high-res PDF of this & 250 other infographics at: https://lnkd.in/eWPjAjV7

What are the secrets to bringing about meaningful change…that delivers real business results? One of the things I discovered as the executive in charge of change is the difference between technical “fixes” and real systemic change, which is: Meaningful and lasting change that fundamentally shifts the roles and ways of relating between different parts of the ecosystem or group. Leaders who bring about real, systemic change focus on 10 key things: 1. Being clear on change goals and roles - they answer the question “what change am I trying to bring about?”
 2. Examining how the system is functioning and what’s really going on (presenting problems versus systemic patterns)
 3. Creating powerful interventions that bring about a change in how the group is operating 
 4. Redesigning the operating model to shift the roles and relatedness between the parts 
 5. Experimenting and proceeding by trial and error, in complex and unpredictable human ecosystems 
 6. Breaking dysfunctional patterns (or the hidden agreements) that are often “running” the system
 7. Aligning processes and systems to create desired change outcomes
 8. Leveraging symbols and stories to accelerate change 
 9. Celebrating key milestones and successes along the way, to add energy to the change effort 
 10. Continuing to nudge in the desired direction (and avoiding change that is “done to” the system) Bringing about change in complex human ecosystems requires you to step into your Change Leader role to understand and rewire how the group is functioning. Put simply: Technical “fixes” just won’t cut it. Do you agree? I’d love to hear your views. ~~~~~~~~~~~~~~~~~~ LEARN MORE in The Hive Mind at Work (available on Amazon). Hi 👋 I’m Siobhán (pronounced shiv-awn) and I’m a CHRO who is also passionate about my role as an educator, helping people to create better workplaces. You can LEARN more about how to become a better Change Leader and bring about meaningful, systemic change in my latest book: The Hive Mind at Work.

Resistance isn’t the enemy of change. Poor planning is. Change doesn’t fail because people are difficult. It fails because leaders rush in without structure. That’s why the ADKAR model works - it gives you a step-by-step way to make change stick. Step 1: Awareness Start by making the case for change. – Share the “why” with clarity – Use data and relatable stories – Highlight what’s at risk if nothing changes Step 2: Desire Create personal buy-in. – Speak directly to individual concerns – Tie the change to personal wins – Invite feedback, don’t just announce Step 3: Knowledge Make learning simple and accessible. – Train based on roles, not just theory – Break content into smaller lessons – Encourage peer learning Step 4: Ability Create space for hands-on experience. – Pilot with smaller teams – Offer coaching and feedback – Let teams experiment and iterate Step 5: Reinforcement Make sure the change sticks. – Track adoption with real metrics – Celebrate visible progress – Keep communication going Change isn’t about pushing harder. It’s about planning smarter. Now the question is: Where are you seeing resistance today? -- 📌 If you want a high-res PDF of this sheet: 1. Follow Daniel Lock 2. Like the post 3. Repost to your network 4. Subscribe to: https://lnkd.in/eB3C76jb

🌟 The Purple Podcast 2: Teal vs. Freedom to Flourish 🌟 Have you ever wondered how organizations can truly evolve toward purpose-driven, ethical, and flourishing workplaces? Our latest podcast dives deep into this question, comparing Frederic Laloux’s Teal organizations and the Freedom to Flourish (F2F) framework. If you're passionate about organizational transformation, this conversation is for you! 1. Teal Overview and Critique We begin by unpacking the key principles of the Teal model: self-management, wholeness, and evolutionary purpose. While inspiring, we critically examine its reliance on Spiral Dynamics, vague ethical grounding, and challenges in addressing political power dynamics, scalability, and applicability to large organizations. Does Teal’s focus on inner transformation miss the mark for broader systemic change? 2. Philosophical Underpinnings Teal’s constructionist epistemology suggests that shifting mindsets can reshape reality, a compelling but often oversimplified view. In contrast, F2F anchors its approach in Critical Realism, acknowledging the interplay between human agency, structures, and emergent realities. We’ll discuss why this difference matters for sustainable organizational change. 3. Normative Ethical and Political Frames While Teal promotes personal development toward a higher consciousness, F2F draws from virtue ethics and republicanism, emphasizing freedom as non-domination and the cultivation of virtues like justice and courage. This segment will explore the role of ethical foundations in shaping organizational evolution. 4. Integral Development vs. Teal Learning Teal relies on emergent organizational learning through self-management and feedback loops, while F2F emphasizes deliberate integral development, aligning psychological, moral, and institutional growth. We’ll highlight how F2F’s intentional practices create sustainable, scalable systems for human flourishing. 5. Comparing Key Principles We’ll break down how F2F evolves Teal’s ideas, grounding transformation in human dignity, the common good, and practical governance. From decentralized leadership to actionable frameworks, F2F offers a more structured and inclusive pathway. 6. In a Nutshell: Teal 2.0 Finally, we’ll summarize how F2F refines and advances Teal, providing a more pragmatic and ethical transformation framework for organizations to embrace their role in building a flourishing society. Listen here: https://lnkd.in/eDscVDkb 🎙️ Why Listen? If you’re intrigued by organizational evolution but find Teal’s spiritual undertones or lack of clarity challenging, this podcast offers a grounded alternative. F2F bridges inspiration with action, making transformation achievable for organizations who truly want to create social value. Tune in now and join the dialogue on the future of flourishing organizations! #LeadershipSociety #GoodOrganisations #LeadersforHumanity #HR #FutureofWork #Strategy #Leadership #Transformation #BusinessEthics