Change Management Certification and Change Management Models e-book

Change Management Certification and Change Management Models e-book

Phone: +44 (0)207 148 5985 Email: info@knowledgetrain.co.uk

TABLE OF CONTENTS What is change management?

What is a business change manager?

How to become a change manager Change management certifications Change management models and techniques Change management model – ADKAR® - with infographic Change management model – John Kotter - with infographic Change management model - Kübler-Ross - with infographic Change management model – Kurt Lewin - with infographic Change management model – Peter Senge – with infographic Change management model – Satir - with infographic

What is change management?

This article explains what change management is about, the history behind it, its processes and how it has become mainstream in all enterprises!

Introduction Bluntly speaking, change isn’t easy. It requires total belief in the cause, dedication and hard work. The most common change everyone in the world is doing right now is weight loss. You can say “I want to become healthier and lose weight”, but saying your intention isn’t enough. You need to be motivated and convinced to do it. Then, you can ask for professional help to assist you with a scientific plan that suits your current health status to guarantee desired results.

Now this is changing something for the better on an individual level. But what about changing something for the better on an organisational level? Organisations consist of not only one individual, but LOTS of different and diverse individuals in addition to IT systems, common ways of working and the need to make profit! Imagine the size of work that needs to be done!

That's one of the reasons why professionals wanting to get into a change management career choose to get a professional change manager certification by attending a change management course.

Definition of change management Change management is simply defined as a structured approach to moving an organisation from the current state to the desired future state.[1].

Change in an organisation can be any minor or major alteration in internal structure, policies, strategic plans, organisational culture, IT solutions or marketing/sales approaches. Such change is normally implemented to achieve an improvement. Organisational change often causes resistance, which is a natural reaction and must be taken into consideration.

Applying change in organisations is a hefty task. It is extremely challenging but rewarding at the same time. It is now a field of management on its own and is studied as an academic and professional course in universities, colleges and institutions.

Evolution of change management Before 1990, understanding change and its effects on human beings was an ongoing study among thinkers, academics and psychologists.

However, change became a hot topic in the early 1990s, being spoken about as a discipline in project meetings and at boardroom tables. It became mainstream after a couple of

companies and authors put change on the map through new processes and school of thought. Some examples are:  General Electric introduced the Change Acceleration Process as part of its larger improvement program.  Todd Jick, a senior lecturer in Columbia Business School, introduced the Ten Commandments of Implementing Change in his famous textbook “Managing Change: Cases and Concepts”.  Spencer Johnson, author of “Who Moved my Cheese?”, amuses us with his mouse maze allegory about change and how to deal with it. [2] In the year 2000 and onwards, the change discipline became formalised as another type of management, and official frameworks started to develop.

In 2005, the Change Management Institution (CMI) was established in Sydney, Australia. They have authored “The Effective Change Manager: The Change Management Body of Knowledge” (CMBoK) and it is widely recognised as one of the best books in change management.

Why change management is becoming popular in organisations nowadays Without a doubt, globalisation and the rapid adoption of digital solutions are the reasons why change is constantly initiated in the modern business world. To succeed in this competitive environment, business leaders and project managers must keep an open mind, being able to deal with rapidly changing requirements and shape them into tangible outcomes. Change management helps by equipping managers with the skills and tools required to effectively manage such change.

As change management is now a formal framework and an accredited certification, thanks to institutions like CMI, leaders and decision-makers can propose change with confidence and work with their teams towards better results.

What processes, tasks and tools are involved in change management To make change in organisations, change management teaches you several processes, tasks, and tools for an effective and smooth transition. Popular models of the change process are: Lewin’s three stage model This process shows you how collective mindsets are broken down to enable change by three stages:

1. Unfreeze Stage: Where you define the current situation,

create a vision of the desired end-state, and then identify the forces that will help drive and resist change.

2. Change Stage: Where a plan is followed to implement change, involve people, allow experimentation over solutions to problems and then provide great role models with whom people in change can identify.

3. Refreeze Stage: Where new work practices become new work habits, new ways of thinking and reward behaviours and results that are aligned with the changed environment. [3].

Kotter’s eight step model This process shows a road map for change based on common errors made by organisations. Kotter’s underlying assumption is that given the right process and the right leadership, change can be planned and managed. The eight steps are: 1.

2.

3.

4.

5.

6.

7.

8.

Establishing a sense of urgency Creating the guiding coalition Developing a vision and a strategy Communicating the change vision Empowering employees for broad-based action Generating short-term wins Consolidating gains and producing more change Anchoring new approaches in the culture [4]

Senge’s systems thinking model This process shows how profound change can be achieved through learning. [5] The five learning disciplines it suggests are: 1. Shared Vision: To use tools such as ‘Positive Visioning’,

'Concept-shifting’ and ‘Values Alignment’ to create a shared vision.

2. Mental Models: To use tools like the 'Ladder of Inference' and 'Reflective Inquiry' to make their mental models clearer.

3. Personal Mastery: To use tools like 'Perceptual Positions' and 'Reframing' to enhance the quality of interaction and relationship in and outside their teams.

4. Team Learning: To use tools like the 'Action-Learning Cycle' and 'Dialogue' to develop critical reflection skills.

5. Systems Thinking: to use tools like 'Systems Thinking

Maps' and 'Archetypes' to map and analyse situations, events, problems and possible causes/courses of action to find better change options/solutions. [6]

Who carries out change management activities In general, any employee in an organisation can be appointed as a change agent, in addition to their current job role, to be a positive and influential force for the change activities upper management has planned for and to deliver the change message to everyone.

But it is up to the change managers/change team members, who could be executives, managers, team leaders, project teams and their support in any department to:  Create and develop the change management strategy and plans  Financially fund the strategy  Train staff, spread awareness and boost activities  Manage the technical resources  Standardise the proven successful methodology and apply it in the organisation

How change management relates to other areas of the business Change management is intertwined with almost all management areas and departments in an organisation. Each member of these departments is considered a stakeholder. Some of them are:  Project & programme management: new projects or programmes are normally initiated to enhance and change something in the organisation. Change management is therefore very closely related to this department, working in parallel to the project, or after it has finished. Change managers are often an important part of the project team.  Finance management: transformations in the finance department, like reducing close-cycle time or financial process improvement, would need the help of change management.  Human resources management: people-oriented professionals who develop the human capital of their organisation, such as HR, should be the first to step into change agent roles.  Information Technology (IT) departments: new systems, networks, software and hardware integration rely heavily on change management. That is why change management is one of the processes in the service transition stage of ITIL.

 Quality management: any change implemented in the organisation will affect the quality management department and they’ll have to update their systems (QMS) accordingly.  Customer service department: change applied to the organisation’s internal customers and processes will eventually affect external customers. Change managers therefore need to work closely with customer services.  Sales & marketing departments: change management is always about making something better, so there will consequently be better products/services and selling margins.

The emerging management

profession

of

change

Change manager roles did not exist 30 years ago. Now it is a must-have position in most large corporates and companies due to the continuous demands of our contemporary world. There are dedicated teams and even departments for change management.

If not, outsourced consultancies with trained professionals are hired to make changes happen.

Change management is not only a discipline, but also a competency every leader, line manager and decision maker must learn to understand, design and implement for their 21st century business.

Are YOU now inspired to gain Change Management certification?

Knowledge Train® runs a change management course in London

accredited by APMG International in partnership with the Change Management Institute (CMI).

You can enrol for the 3-day Change Management Foundation course, or the 5-day Change Management Foundation & Practitioner course.

Contact Knowledge Train® today to book your seat!

References [1] APM. (Unknown). Change management. Available: https://www.apm.org.uk/body-of-knowledge/delivery/scopemanagement/change-management/. Last accessed 19 Sep 2018.

[2] Prosci. (Unknown). THE HISTORY AND FUTURE OF CHANGE MANAGEMENT. Available: https://www.prosci.com/changemanagement/thought-leadership-library/history-and-future-of-changemanagement. Last accessed 20 Sep 2018.

[3] [4] [5] The Change Management Institute (CMI) (2014). The Effective Change Manager’s Handbook. Australia: Vivid Publishing. 36-42.

[6] Bill Cropper. (Unknown). Five Learning Disciplines.... Available: http://www.thechangeforum.com/Learning_Disciplines.htm. Last accessed 20 Sep 2018.

What is a business change manager?

One of the core things you will learn on a Change Management course is the role of a business change manager (BCM). This article explores the role of a business change manager in depth.

What is a business change manager?

In an organisation, a business change manager’s (BCM) job is to:  Determine the benefits of a business vision;  Assess progress towards a business goal;  Achieve measured improvements in the business operations.

In general, a BCM is a mediator between a change programme and the organisation’s operations. Business change managers also are part of the leadership team. They play a key role in supporting projects for business change.

What is business change?

Business change comes in different shapes and sizes. It exists whenever an organisation undertakes a project or programme.

Business change happens when an organisation improves, restructures or transforms a part of its operations. Its goal is to achieve a more productive and efficient organisation.

Managing change is one of the responsibilities of a business change manager.

Why are business change managers important?

In today’s world, culture, business acquisitions and technology are constantly changing. These things therefore affects an organisation and its business.

BCMs lead the change initiative and align it to the business’s strategy. Their role is to ensure that benefits are accomplished.

What does a business change manager do?

Some tasks a business change manager is responsible of include:  Making sure the benefits are achievable;  Preparing affected business areas for transition to new ways of working;  Establishing and implementing mechanisms to measure and deliver benefits;  Optimising the timing of the release of project deliverables into business operations;  Liaising with the programme manager to ensure operational benefits;  Communicating with people and senior leaders about the business vision;  Defining and tracking the benefits and outcomes required from the programme;  Managing the activities effectively that’s associated with the wanted benefits;  Leading the transition, ensuring that changes are integrated into the business;  Measuring the benefits after the work is complete;

Knowledge and skills of a business change manager If you are interested in a BCM position, you need to have certain competencies. Some of them are:  Detailed knowledge of a business environment;  An understanding of the management structures, politics and culture of the company owning the programme;  Effective marketing and communication skills to sell the programme vision to all stakeholders;  Knowledge of business change techniques such as business process modelling and gap analysis;  Training in change management, programme management or strategic management.  Knowledge in applying best practices in project management;  Knowledge of organisational change models such as Kotter’s change model.

How to become a change manager

Ever wondered how you can become a change manager? In this article, we describe what you need to do to become one and how to apply change management at your organisation.

Definition of change management Change management is basically the act of transitioning an organisation from a situation yielding little benefits, to a situation providing plenty of benefits. It requires teamwork using tools and processes to achieve the desired results.

Applying change in organisations requires optimism, determination and dedication. Therefore, a person must oversee the change strategy and be able to drive it to its proper destination. That person is the change manager.

Many change managers learn the key change management tools and techniques by attending a professional Change Management course. In the UK, the most popular of these courses are certified

by APMG International.

Why organisations use change managers and perform change management Change managers play a significant role in the success of change initiatives as they direct the desired outcomes down the right path.

They do this using best practices and customising such practices to the organisation’s culture. Better performance from staff, improved ways of working and higher sales targets are some of the outcomes we can tangibly see.

Here are some findings after change management implemented in companies lead by a change manager:

was

 According to IBM, the success rate of change projects using a dedicated change manager rose by 19% compared to those that did not.  ChangeFirst Limited say that six to nine months after project launch, projects with change management input were delivering significant performance improvements, financial results and behavioural change. Most of the respondents attributed over 20% of the success directly to effective change management.  Ferris stated that effective change management delivers improved adoption speed, utilization rate and employee proficiency, stressing the importance of effective preparation for change, disciplined management, and clear reinforcement.  Prosci mentioned that change management programmes rated ‘good’ or ‘excellent’ had an above-80% success rate. Those rated ‘poor’ or ‘fair’ achieve less than 50%. [1]

What a change manager does

A change manager manages the change portfolio. Some of their responsibilities are:    

Identifying, analysing and preparing risk mitigation tactics Identifying and managing anticipated resistance Integrating change management activities into a project plan Evaluating and ensuring user readiness

They perform change management by:  Completing change management assessments  Defining and measuring success metrics and monitoring change progress  Supporting organisational design and definition of roles and responsibilities  Creating communications plan, sponsor roadmap, coaching plan, training plan, resistance management plan And other people involved are:     

Stakeholders Senior leaders, managers and supervisors HR Personnel Project leaders and teams Other specialists related with the change plans [2]

How to start a change manager career from scratch Experience Firstly, you probably need to have at least on-the-job experience as middle management in a corporate environment. The reason for this is because it helps you understand the complexity of individuals, teams, and senior leaders’ issues. You will need to know how to mediate between these different people and their departments’ needs to achieve the change you are assigned to.

If you are in an entry level or junior position, you can check if your organisation offers change agent roles. These roles will help you comprehend and take part of the change process and eventually gain experience in the change cycle.

Domain knowledge In addition to that, knowledge of the industry your organisation is working in is important. You are expected to at least know the products and services your company sells and reflect that in your change plan. A fashion house will be different from a car selling company, for example. The internal and external structure of both are completely different and should be taken into consideration.

This applies also to profession. If your background/study area is Human Resources Management, and you are assigned to initiate change in the Information Technology department, you must familiarise yourself in IT before making any further steps.

Qualifications If you haven’t studied management before, accredited certifications like these APMG Change Management courses can help boost your credentials and learn the frameworks and models to implement change management. Courses like these will teach you:  Different professional approaches to implement change smoothly  How to motivate people into adjusting to organisational change  How to minimise the risks of unsuccessful methods

You will stumble across change management in other branches of management like project management, programme management and ITIL as change plays an imperative role there.

Competencies A range of skills is required to facilitate the wanted change and function effectively as a change manager. Such skills include: Strong communication skills It is essential for a change manager to be able to communicate clearly and effectively in all writing, speaking, listening and reading activities. They must be able to deliver their change message to all stakeholders involved.

Influencing others A big part of change is the ability to influence others, as resistance plays a big factor in the change curve. When you know the team members of your change project well, it will help you negotiate and convince them with the original reason for change and thus gain their trust.

Coaching skills You can’t assume that everybody in the company will understand your change mission. Hence, meetings like awareness sessions, in-house training and one-to-one mentoring will be needed to deliver your message.

Strategic thinking and judgment It is not recommended to jump into conclusions and rush into decisions while you are a change manager. You must be able to think ahead and weigh the consequences of your actions.

Project management Putting on a project manager’s hat while working on your change initiative will help strengthen your case and identify the problem while proposing a solution.

Self-management Along with your ability to manage your team, you will have to manage yourself as well. What we mean by this is being able to take initiative, organise your time/workload and take accountability for your actions. In addition to these, you must also be able to control your emotions and be tolerant and confident.

How can I move into a change manager role from another position?

If you manage to tick all the boxes of the change manager check list, you might get the job!

Summary

As we mentioned before, change isn’t easy. It takes a lot of momentum, resilience and persistence. Being a change manager means you will need to sell the change to the individuals around you, your stakeholders, your team members, the project and the whole organisation, and eventually yourself.

Once you enter the change zone, you will have to commit to it to the very end. Thus, preparation is key to your success!

To be fully ready and equipped for your journey as a change manager, why don’t you enrol for the 3-day Change Management Foundation classroom course, or the 5-day Change Management Foundation & Practitioner classroom course in London provided

by Knowledge Train®! They are accredited by APMG in partnership with the Change Management Institute (CMI).

Contact Knowledge Train® today to book your seat!

References [1] The Change Management Institute (CMI) (2014). The Effective Change Manager’s Handbook. Australia: Vivid Publishing. 4-5

[2] Prosci. (Unknown). Change Management Job Description.

Available: https://www.prosci.com/resources/articles/changemanagement-job-description. Last accessed 22 Oct 2018.

Change management certifications

UK Change Management certifications The most well-known accredited Change Management qualifications in the UK are those from The APMG International.

APMG is itself accredited by the United Kingdom Accreditation Service (UKAS).

APMG partnered with the Change Management Institute (CMI) in Australia and together they jointly developed ‘The Effective Change Manager's Handbook’. This book is the official publication for their accredited change management course materials.

This certification is for:  Anyone who’s interested in change management;  Anyone who wants to become a certified change manager;  Anyone who wants to know the principles and frameworks for achieving successful change;  Team members involved in organisational change, transformation projects or programmes;

 People pursuing a higher-level Practitioner certification;  People who want a professional change management qualification.

APMG change management certification Certification from APMG has two levels: 1. Foundation; 2. Practitioner.

The syllabus for both these levels concentrates on these 4 subject areas: 1.

2.

3.

4.

Change and the individual; Change and the organisation; Communications and stakeholder engagement; Change management practice.

The learning outcomes for each level consists of the following:  Foundation: examines your knowledge and comprehension of the 4 subject areas.  Practitioner: examines your comprehension, application and analysis of the 4 subject areas.

APMG Change Management Foundation

This qualification is the beginning of your change management journey. It certifies that you have basic knowledge in change management principles. You can become a member in a team responsible of a change initiative as well.

In the course, you will study:         

The impact of change on individuals; Strategies to support individuals through change; The processes of organisational change; Key drivers of organisational culture; Roles of change managers and change agents; Communication strategies; Stakeholder management strategies; The different areas change impacts in an organisation; Effective change teams and how to create them.

You can take this course as a classroom course in London, or an Change Management online course.

Change Management Foundation exam

To gain this certification, you will need to pass the exam. You can sit the exam with an ATO like Knowledge Train. The format of the exam is:    

50 multiple choice questions; 25/50 (50%) or more marks to pass; Duration is 40 minutes; Closed book.

Here is a sample of a question in the exam: In Maslow’s hierarchy of needs. What represents the need for an orderly, secure world? a) Safety b) Love c) Esteem d) Self-actualisation The correct answer is a.

Change Management Foundation certification

When you pass the exam, you will receive the Change Management Foundation-level qualification.

APMG also offers a digital badge if you pass the exam. Digital badges allow you to easily showcase your achievements online.

Employers can easily view and verify your credentials and skills.

Change Management Practitioner

Foundation certification is a prerequisite for the Practitioner exam.

In a Practitioner course, you learn how to put the theory from the Foundation level into practice. You learn how to apply and tailor the change management techniques to a change initiative.

When you pass the exam, you will have the knowledge to be able to design, develop and deliver change programmes in your organisation.

In the course, you will study:

 The organisational drivers of a change project;  Organisation paradigms and organisational culture;  The different roles, skills and activities leaders can support change;  The building of a change team;  People and environment preparation for change;  The difference between organisational change and the human impact on transition;  The identification of stakeholders in a change process;  Communications plan for a change initiative;  Signs and risks of resistance to change;  Change sustainability and embedment in the organisation.

You can take this course as a classroom course in London.

Change Management Practitioner exam

To gain certification, you need to pass the Practitioner exam. You can sit the exam with an ATO like Knowledge Train. The format of the exam is:     

Objective testing based on a case study scenario; 4 questions of 20 marks each; 40/80 (50%) or more marks to pass; Duration is 2.5 hours; Restricted open book.

Here is a sample of a question in the exam: Which words are MOST likely to begin a good learning objective? a) Full attendance at the training course will demonstrate …; b) When the training is complete, participants will be able to …; c) Enthusiastic participation in the training will enable the learner to …; d) The abilities of the learner will limit the cope of what is to be learned …

The correct answer is b.

Change Management Practitioner certification

When you pass the exam, you will receive a Change Management Practitioner level-qualification.

You also receive a digital badge from APMG. You will be wellqualified to work as a business change manager.

Change management certification in London

Knowledge Train offers classroom courses in London for the following:  Change Management Foundation for 3 days;  Change Management Foundation and Practitioner together for 4.5 days.

Knowledge Train offers the Foundation course as an online course as well.

Change management certification cost

Taking the qualification isn’t cheap, but you will get a good return to your investment once you start in your change management career.

Check how much change managers earn in the UK here.

Change management models and techniques

There are many popular change management models, frameworks and techniques that you can use as a change manager. This article covers just some of them. Some of them can work on an organisational level, whilst some only work for individuals.

You can learn about most of these models in detail on a Change Management course.

Change management models Kurt Lewin’s three stage model

Lewin’s model is a simple one. You can use it on change projects which have both small and large groups of stakeholders.

John Kotter’s eight step model

Kotter’s 8-step model is suitable for large change initiatives in

complex organisations.

Peter Senge’s biological metaphors

Peter Senge talks about profound change in organisations using biological and ecological metaphors.

The Satir change management model

Virginia Satir was an author and therapist. Satir's model helped people improve their lives by transforming the way they see and express themselves. For individual change initiatives in organisations, Satir’s model helps in that regards.

The ADKAR® model

Jeff Hiatt is an entrepreneur who created the ADKAR® model.

This resulted from his research into business process restructuring. He believed that the key for successful change was the human factor.

Change management techniques

There are numerous change management techniques you can use during the change process. The McKinsey 7-S model is one. It is a technique used by change managers and business analysts alike, since it helps to implement change.

Change management model – ADKAR® - with infographic

Jeff Hiatt is an entrepreneur who created the ADKAR® model.

This resulted from his research into business process restructuring. He believed that the key for successful change was the human factor.

A company called Prosci® has adopted Hiatt’s model. It helps with the application of this technique in organisations.

(Prosci® and ADKAR® are registered trademarks of Procsi Inc.) The stages for the ADKAR® model are:     

Awareness of the need to change; Desire to participate in and support the change; Knowledge of how to change; Ability to implement the change; Reinforcement to sustain the change.

This model targets individuals during the change process. The Adkar change management model is covered in detail on these Change Management courses.

Infographic

Change management model – John Kotter - with infographic

John Kotter wrote a book called “Leading Change”. He elaborated in detail how to manage change through his strategic 8-step model.

This model is suitable for large change initiatives in complex organisations and is one of the many useful models covered in a Change Management course.

Inclusive model

If you want to have employees at different levels participate in the change plan, then Kotter’s model is ideal because of its inclusivity.

1. Establishing a sense of urgency The first step is informing top management and key managers for the need of change. They must believe that the proposed change is essential for the organisation’s survival.

2. Creating a guiding coalition A guiding coalition consists of a team that has the authority and influence to lead the change initiative. A coalition must have:

   

A common goal; Good level of trust; Individuals with credibility; Individuals who are in high and powerful positions in the organisation.

3. Developing a vision and strategy The vision describes the new state that the organisation is aiming to achieve. To reach that vision, teams work together and develop a strategy. The outcomes must result in benefits for the organisation and its stakeholders.

4. Communicating the change vision This step requires you to explain the vision to the people impacted by the change initiative. You can use a combination of different channels. Examples of communication channels are:  Training  Awareness sessions  Round table workshops It’s crucial that you use simple, straight to the point language.

5. Empowering employees This is when you put all the talk into action. Employees need to feel that their contribution matters to the change initiative. When they are eager to play their part, you need to make sure there are no interruptions.

6. Generating short-term wins Small achievements in the change plan must be celebrated. They are considered progressive milestones. Therefore, you should reward individuals and teams for accomplishments because this acts as encouragement for further achievements.

7. Consolidating gains and producing more change When you apply new changes, you need to sustain them. It’s very tempting and all too easy to go back to the old ways. So, Kotter suggests that you must ensure the guiding coalition is always active. They must deliver change on a continuous basis. Project management and programme management disciplines help a lot in this matter.

8. Anchoring new approaches in the culture Organisational culture must be aligned with the change initiative.

Otherwise, old culture by nature will prevail over the new change.

Here you can highlight the positive outcomes of change as a way of helping to surpass the old culture.

Other change management models

If you’re interested to find out more about other change management models here you can read and view infographics for Peter Senge or Kurt Lewin.

Infographic

Change management model Kübler-Ross - with infographic

Change curve

The Kübler-Ross model was known as the change curve and sometimes referred to as:  The transition curve;  The copying cycle, or;  The human response to change.

Elizabeth’s model is important for change management because it shows valuable insights on how people face change. For example:  It is a helpful way to look at change;  It is easily communicated;  It explains many characteristic patterns of response observed in change processes;  It shows how personal performance, energy and mood vary through the normal process of human change.

Stages of the curve 1. Shock; 2. Denial; 3. Anger or blame;

4.

5.

6.

7.

Bargaining and self-blame; Depression; Acceptance; Problem-solving.

Conclusion

The change curve is a personal journey. Don’t expect all members of a group to experience change the same way. Different personalities, life experiences and personal circumstances will affect the way different individuals respond. And how quickly they respond as well.

Check out the infographic below for more details on how to apply your change initiative in your organisation. This change management model is covered in detail on our Change Management training courses.

Infographic

Change management model – Kurt Lewin - with infographic

Lewin’s model is a simple one. You can use it on change projects which have both small and large groups of stakeholders. You can learn about his and many other useful models in a Change Management course.

Break down mindsets

For change to happen, he says you need to break down collective mindsets. He suggests using a process consisting of 3 stages:  An unfreeze stage;  A change stage;  A refreeze stage.

Unfreeze stage In this stage you attempt to break down the current mindsets and habits of the organisation. It is done using 3 activities: Defining the current situation In this activity you get the people involved in the change to describe the current situation. The final input will help define the existing state. For example, they all agree in the end that the weather outside is cold and gloomy.

Creating a vision You will find that the more that people get involved in drawing the desired state, the more they will be committed to it. For example, they all agree that they want the weather to be warm and sunny.

Identifying the forces Here, you can use a technique called ‘Force Field Analysis’ to identify:  Forces that will help change – you will need to try to increase these forces;  Forces that will resist change - you will need to try to increase these forces.

Change stage After the unfreeze stage, you can now start to implement the change. This requires you to develop a plan.

Identifying a role model for people to focus on in this stage can be useful because it will keep them motivated and more committed to the plan. You can suggest staff seek advice from change agents who can encourage them through the changes.

Refreeze stage Over time, the staff become used to the changes. They become habits instead of new practices because they have become embedded into their day to day working practices.

Here, you can reward those who made the extra efforts to embrace the change in order to encouraged further changes.

Other change management models

If you’re interested to find out more about other change management models here you can read and view infographics for Peter Senge or John Kotter.

Infographic

Change management model – Peter Senge – with infographic

Peter Senge’s change management model is commonly used during organisational change initiatives. It’s one of the many useful change management models covered in a Change Management course.

Peter Senge’s systems thinking model

Peter Senge wrote a book called “The Fifth Discipline”. He talks about profound change in organisations using biological and ecological metaphors. He explains why different tree seeds grow to different shapes and sizes. It’s because growth processes that embrace change will help the tree survive.

Senge talks a lot about the challenges and risks you will face during the change process:

Challenges while initiating change

These challenges often have similar causes in many organisations.

That’s because some individuals:  May not have the time to work on the change;  May not have the support to implement the change;

 May not understand the change.

Challenges while sustaining the transformation

Whilst sustaining the change, some examples of disturbances to the stability of change are:  Job security for individuals;  Trust issues between staff;  Loss of control.

Challenges while redesigning and rethinking the change process It is very challenging to spread new practices effectively. As a result, “self-reinforcing processes” are created. They could be either positive or negative feedback loops: Positive feedback loops (virtuous circles) can include:       

New business practices; New learning capabilities; Involvement of people; Investment in change initiatives; Credibility; Enthusiasm; The will to commit.

Negative feedback loops (vicious circles) can include:    

Bad business results; Low performance; Complaints; Personal issues.

Other change management models

If you’re interested to find out more about other change management models here you can read and view infographics for Kurt Lewin or John Kotter.

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Change management model – Satir - with infographic

Virginia Satir was an author and therapist. Her model helped people improve their lives by transforming the way they see and express themselves. For individual change initiatives in organisations, Satir’s model helps in that regards.

This change management model is covered in detail on our Change Management course.

These steps are like the natural process of a human being’s coping with death and bereavement:     

You receive the bad news; You are in shock and denial, so you resist the truth; You grieve and go through depression. There is no stability; You accept the reality and adapt to it; You make changes and start a new life.

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