Top 10 Organisational Change Models

Change is a constant in the business world, and how an organisation manages that change can make all the difference. This is where an effective Organisational Change Model comes into play. These models provide a roadmap for guiding companies through transitions, whether it’s adopting new technology, restructuring, or shifting company culture.  

In this blog, we discuss the top 10 Organisational Change Models that have proven to be successful in helping businesses navigate change. Whether you’re a leader or a manager, understanding these models can equip you with the tools to lead your team through change with confidence and success. 

Table of Contents 

1) What is Change Management? 

2) Top Organisational Change Models 

a) Lewin's Change Management Model 

b) McKinsey 7-S Framework 

c) Kotter's 8 Steps Change Model 

d) ADKAR Model 

e) Nudge Theory 

f) Bridges' Transition Model 

g) Satir Change Model 

h) Kübler-Ross Change Curve 

i) Maurer 3 Levels of Resistance and Change Model 

j) Deming Cycle (PDCA) 

3) Conclusion 

What is Change Management? 

Change Management is the mechanism of planning, implementing, and monitoring changes within an organisation. The goal is to ensure that changes are introduced in a structured way and that employees are guided through the transition effectively.  

This process helps minimise disruption, reduce resistance, and increase the likelihood of successful outcomes. Change Management involves not only the technical aspects of change but also the human elements—addressing how people respond to change and helping them adapt to new ways of working.
 

 

Top Organisational Change Models 

There are several models that organisations can use to guide their Change Management efforts. Below are the top 10 Organisational Change Models that have proven to be effective.

1) Lewin's Change Management Model 

It is one of the earliest and most influential models in the field of Change Management. It breaks down the change process into three simple stages:  

a) Unfreeze: In this stage, the organisation recognises the need for change and prepares to move away from the current state. This involves breaking down the existing mindset and creating an environment open to change.  

b) Change: This is the stage where the actual transition occurs. New processes, behaviours, or systems are introduced, and employees begin to adapt to these changes.  

c) Refreeze: After the change has been implemented, this stage ensures that the new ways are solidified into the organisation’s culture and operations, preventing a return to old habits.  

Lewin's model is simple yet powerful, emphasising the importance of preparation and reinforcement in the change process. 

2) McKinsey 7-S Framework 

The McKinsey 7-S Framework is a comprehensive model that examines seven key elements of an organisation to understand how they align with each other during change. These elements are: 
 

a) Strategy: The plan that aligns the organisation with its goals 

b) Structure: The organisation’s hierarchy and reporting lines 

c) Systems: The daily activities and procedures that staff use to get the job done 

d) Shared Values: The core beliefs and norms that guide the organisation 

e) Style: The leadership approach and how decisions are made 

f) Staff: The employees and their general capabilities 

g) Skills: The actual skill set and competencies of the organisation's workforce 

By evaluating and aligning these seven elements, organisations can ensure a more holistic approach to change, considering all aspects that might be impacted. 

3) Kotter's 8 Steps Change Model 

John Kotter, a Harvard professor, developed an 8-step model to guide organisations through change. The steps are:
 

a) Create a Sense of Urgency: Highlight the significance of acting fast to take advantage of opportunities or address threats.  

b) Build a Guiding Coalition: Form a group of influential leaders to support and drive the change.  

c) Develop a Vision and Strategy: Create a clear vision and strategy to guide the change efforts.  

d) Communicate the Vision: Share the vision with the organisation to get buy-in and motivate employees.  

e) Empower Employees: Remove obstacles and empower employees to take action toward the vision.  

f) Generate Short-term Wins: Create small, quick successes to build momentum.  

g) Consolidate Gains and Produce More Change: Leverage the momentum from early wins to drive more change.  

h) Anchor New Approaches in the Culture: Ensure that the changes are embedded in the organisation’s culture for long-term success.  

Kotter's model is practical and emphasises the importance of leadership and communication in driving change. 

4) ADKAR Model 

The ADKAR Model, developed by Jeff Hiatt, focuses on individual change and how it contributes to overall organisational change. The acronym ADKAR stands for:  

a) Awareness: Recognising the need for change 

b) Desire: Wanting to support and participate in the change 

c) Knowledge: Understanding how to change 

d) Ability: Having the skills and behaviours required to change 

e) Reinforcement: Ensuring the change sticks through positive reinforcement 

The ADKAR model is unique in that it emphasises the importance of each individual's journey through change, making it particularly useful for managing the people's side of change. 

5) Nudge Theory 

Nudge Theory, popularised by Richard Thaler and Cass Sunstein, is based on the idea of influencing behavior subtly and indirectly. Instead of mandating change, Nudge Theory encourages small nudges—minor changes in the environment or processes that guide people toward the desired behavior without forcing it.  

For example, placing healthier foods at eye level in a cafeteria is a nudge that encourages better eating habits. In the context of Change Management, Nudge Theory can be used to gently guide employees toward new behaviours, making the change feel more natural and less forced. 

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6) Bridges' Transition Model 

William Bridges' Transition Model focuses on the emotional and psychological journey people go through during change rather than the change itself. The model identifies three stages:  

a) Ending, Losing, Letting Go: This stage involves letting go of the old ways and dealing with the associated emotions.  

b) The Neutral Zone: A period of perplexion and uncertainty where the old ways have been let go, but the new ways are not yet fully adopted.  

c) The New Beginning: Finally, the organisation and its people embrace the new ways, leading to renewed energy and commitment.  

Bridges' model is valuable for understanding the human side of change and providing support during the transition. 

7) Satir Change Model 

The Satir Change Model, developed by family therapist Virginia Satir, outlines five stages of change:  

a) Late Status Quo: The current state before the change is introduced  

b) Resistance: The initial reaction to change, often involving fear and discomfort 

c) Chaos: A period of confusion as the old ways are disrupted 

d) Integration: Gradual acceptance and incorporation of the new ways 

e) New Status Quo: A new, stable state is achieved that is better than the previous one 

This model is useful in understanding the emotional dynamics of change and helping individuals navigate through it. 

8) Kübler-ross Change Curve 

The Kübler-Ross Change Curve is originally developed to describe the stages of grief. It is adapted to describe the emotional stages people go through during organisational change: 

a) Denial: Refusing to accept the change 

b) Anger: Frustration and resentment toward the change 

c) Bargaining: Attempting to negotiate or delay the change 

d) Depression: A period of low energy and morale 

e) Acceptance: Coming to terms with the change and beginning to move forward 

The Change Curve is useful for understanding the emotional impact of change and providing appropriate support at each stage. 

9) Maurer 3 Levels of Resistance and Change Model 

Rick Maurer's model identifies three levels of resistance to change:  

a) Level 1 – I Don’t Get It: Resistance due to a lack of understanding or information 

b) Level 2 – I Don’t Like It: Emotional resistance due to fear or discomfort with the change 

c) Level 3 – I Don’t Like You: Resistance due to a lack of trust in those leading the change 

By understanding these levels of resistance, organisations can develop targeted strategies to address concerns and reduce opposition. 

10) Deming Cycle (PDCA) 

The Deming Cycle, also known as   Plan-Do-Check-Act (PDCA), is an improvement model that can be applied to organisational change:  

a) Plan: Identify the problem or opportunity and plan the change 

b) Do: Implement the change on a small scale 

c) Check: Evaluate the results and gather feedback 

d) Act: If successful, implement the change on a larger scale; if not, refine and try again 

The Deming Cycle emphasises iterative learning and continuous improvement, making it ideal for managing change in dynamic environments. 

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Conclusion 

Organisational change is inevitable, but with the right approach, it can lead to improvements in efficiency, productivity, and employee satisfaction. The models discussed in this blog offer various frameworks and strategies for managing change effectively. By understanding and applying the Organisational Change Model, organisations can navigate the complexities of change with greater confidence and achieve better outcomes. 

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