INF 2203

IT Change Management

Lecture 2
Theories and models of planned
change
Change management happens at three levels

• Change management at any level ultimately

focuses on how to help employees embrace,
adopt and utilize a change in their day-to-day
work.
• Various methods, tools and frameworks exists
to support change. This will continue in the
next lecture
 Change management models
• Change Models are instrumental in the successful
implementation of the change processes in
organizations
• There are different models used for change
management, and finding the right model that fits
the nature of the organization might be a difficult
proposition
• There are different models of change and
transition and most of them overlap in their ideas
and processes.
• It has been suggested that combining and
adapting multiple change models can facilitate the
best process, depending on the change needing to
be implemented [1].
[1] Appelbaum SH, Habashy S, Malo JL, Shafiq H. Back to the future: revisiting Kotter's 1996 change model. Journal of Management Development. 2012 Aug
10;31(8):764-82.
 Change management models

• For an organization to successfully change,

individuals need to change.
• The success of each project ultimately lies
with each impacted employee doing their
work differently.
 Prosci ADKAR Model
• The ADKAR model is a results-oriented change
management tool that is simple and easy to
understand, yet very effective for managers and
change management teams.
• It is used as a resistance management tool, an
assessment device and to help change
management teams organize their work.
• It is used to diagnose the root cause for
resistance, focus communications and identify the
barrier points to change.
• Developed in 1998 by Prosci
 ADKAR Model
• Prosci’s model of individual change is called
the Prosci ADKAR Model, an acronym for
awareness, desire, knowledge, ability and
reinforcement.
 ADKAR building blocks
A D K A R
Awareness Desire Knowledge Ability Reinforcement
Awareness of Desire to Knowledge on Ability to Reinforcement
the need for participate how to change demonstrate to sustain the
change and support new skills and change
the change behavior
Understand Support the How to change Implement the Sustain the
need for change change change
change

Understand Participate Implement new Demonstrate Build a culture

nature of and engage skills and behavior performance and competence
change around change
 ADKAR model
• Use the Prosci ADKAR Model to:
– Facilitate change with an individual
– Create a common language for change
– Empower managers
Have you ever been asked to make a change?
when you didn’t know why a change was
needed? How did that make you feel?
• Awareness is the first milestone of the Prosci
ADKAR Model.
– Knowing why a change is being made
– The nature of the change.
– The risk of not changing are key for a successful
change.
• A change is only successful when every
impacted employee has reached the five
milestones of the ADKAR Model.
 Prosci 3-Phase Change Management
Process
• The Prosci ADKAR model executes in 3-Phase
 Phase 1. Preparing for change
• The first phase in Prosci’s methodology helps
change and project teams prepare for
designing their change management plans.
• It answers questions like:
– Why are we making this change?
– Who is impacted by this initiative and in what
ways?
– Who are the sponsors we need to involve to make
this successful?
 Phase 2. Managing change
• The second phase advances individuals through
change as described in the ADKAR Model by:
• Creating the communication, sponsor, training,
coaching and resistance management plans
• Integrating change management and project
management
• Executing the plans to drive adoption and usage
 Phase 3. Reinforcing change
• The third phase focuses on sustaining the
change over time:
– Measuring performance and celebrating success
– Identifying and addressing root causes of
resistance
– Transitioning the project to day-to-day operations
Think about a project at your organization. What
percentage of its benefits depend on people
changing the way they work? Do you have the
support in place to help them make this change?
Change management for organizations
• To be successful in an environment of rapid,
concurrent and continual change, organizations
must grow their change capability.
• A mature change capability means:
– Change management is the norm on projects and
initiatives
– Common change management processes and tools
are consistently and constantly applied throughout
the organization
– People from the very top of the organization to the
front line know and fulfil their roles in leading change
• Make change management a core capability
• Bring impressive project success across the
organization
• Build your organization’s capacity to embrace
and succeed at constant change.
Would your organization benefit from
developing change competency? How would
this improve your success and help manage
change saturation?
 William Bridge’s Three-Phase Transition
Model
• Developed in 1991 by William Bridge
• Helps to understand how people are feeling as change
proceeds, so that you can guide them through it and so that
– in the end – they can accept it and support it.
• The main strength of the model is that it focuses on
transition, not change.
• Change is something that happens to people, even if they
don't agree with it, while transition, is internal: it's what
happens in people's minds as they go through change.
• Change can happen very quickly, while transition usually
occurs more slowly.
 William Bridge’s Three-Phase Transition
Model
• The model highlights three stages of transition that people go
through when they experience change. These are:
• Ending, Losing, and Letting Go.
• The Neutral Zone.
• The New Beginning.
• People will go through each stage at their own pace. For
example, those who are comfortable with the change will
likely move ahead to stage three quickly, while others will
linger at stages one or two.
 William Bridge’s Three-Phase Transition
Model
• Stage 1: Ending, Losing, and Letting Go
• People enter this initial stage of transition when you
first present them with change.
• This stage is often marked with resistance and
emotional upheaval, because people are being
forced to let go of something that they are
comfortable with.
• At this stage, people may experience these emotions:
• Fear, Denial, Anger, Sadness, Disorientation,
Frustration, Uncertainty, and A sense of loss.
 William Bridge’s Three-Phase Transition
Model
• Stage 1: Ending, Losing, and Letting Go
• People have to accept that something is ending before they can begin
to accept the new idea.
• If you don't acknowledge the emotions that people are going through,
you'll likely encounter resistance throughout the entire change
process.
• Guiding People Through Stage One
• It's important to accept people's resistance, and understand their
emotions.
• Allow them time to accept the change and let go, and try to get
everyone to talk about what they're feeling. In these conversations,
make sure that you listen empathically and communicate
openly about what's going to happen.
 William Bridge’s Three-Phase Transition
Model
• Guiding People Through Stage One
• Emphasize how people will be able to apply their skills,
experience, and knowledge once you've implemented the
change.
• Explain how you'll give them what they need (for instance,
training and resources) to work effectively in the new
environment.
• People often fear what they don't understand, so the more
you can educate them about a positive future, and
communicate how their knowledge and skills are an
essential part of getting there, the likelier they are to move
on to the next stage.
 William Bridge’s Three-Phase Transition
Model
• Stage 2: The Neutral Zone
• In this stage, people affected by the change
are often confused, uncertain, and impatient.
• Depending on how well you're managing the
change, they may also experience a higher
workload as they get used to new systems
and new ways of working.
• Think of this phase as the bridge between the
old and the new; in some ways, people will
still be attached to the old, while they are also
trying to adapt to the new.
 William Bridge’s Three-Phase Transition
Model
• Stage 2: The Neutral Zone
• Here, people might experience:
• Resentment towards the change initiative.
• Low morale and low productivity.
• Anxiety about their role, status or identity.
• Skepticism about the change initiative.
• Despite these, this stage can also be one of
great creativity, innovation, and renewal. This is
a great time to encourage people to try new
ways of thinking or working.
 William Bridge’s Three-Phase Transition
Model
• Guiding People Through Stage Two
• This can be an uncomfortable time, because it can
seem unproductive, and it can seem that little progress
is being made –your guidance is very important.
• Because people might feel a bit lost, provide them with
a solid sense of direction. Remind them of team goals,
and encourage them to talk about what they're feeling.
• Meet with your people frequently to give feedback on
how they're performing, especially with regard to
change. It's also important to set short-term goals
during this stage, so that people can experience
some quick wins ; this will help to improve motivation as
well as giving everyone a positive perception of the
change effort.
 William Bridge’s Three-Phase Transition
Model
• Stage 3: The New Beginning
• The last transition stage is a time of acceptance
and energy. People have begun to embrace the
change initiative. They're building the skills they
need to work successfully in the new way, and
they're starting to see early wins from their
efforts.
• At this stage, people are likely to experience:
• High energy.
• Openness to learning.
• Renewed commitment to the group or their role.
 William Bridge’s Three-Phase Transition
Model
• Guiding People Through Stage Three
• As people begin to adopt the change, it's essential
that you help them sustain it.
• Use techniques like Management by Objectives to
link people's personal goals to the long-term
objectives of the organization, and regularly highlight
stories of success brought about by the change.
• Take time to celebrate the change you've all gone
through, and reward your team for all their hard work.
• Remember that not everyone will reach this stage at
the same time, and also remember that people can
slip back to previous stages if they think that the
change isn't working.
 William Bridge’s Three-Phase Transition
Model

Don't get impatient or try to push people through to

stage three; instead, do what you can to guide them
positively and sensitively through the change
process.
McKinsey 7 S Model
 McKinsey 7 S Model

• Developed by consultants working for

McKinsey & Company in the 1980s
and features seven steps or stages for
managing change.
 McKinsey 7 S Model - parts

• Strategy – the plan created to get past the

competition and reach the goals. This is the
first stage of change and involves the
development of a step-by-step procedure or
future plan.
• Structure – Relates to the way in which the
organization is divided or the structure it
follows.
• Systems – In order to get a task done, the way
in which the day-to-day activities are
performed is what this stage is related to.
 McKinsey 7 S Model - Stages
• Shared values – refer to the core or main
values of an organization according to which it
runs or works.
• Style – The manner in which the changes and
leadership are adopted or implemented.
• Staff – The staff refers to the workforce or
employees and their working capabilities.
• Skills – The competencies as well as other
skills possessed by the employees working in
the organization.
 McKinsey 7 S Model - Benefits
• This model offers ways and methods to
understand an organization and get a deep
insight into the way it works.
• The model integrates both the emotional as
well as the practical components of change that
is something that is important to create ways to
enable employees deal with transition easily.
• This model considers all parts to be important
and equally worth addressing and thus does
not leave out some aspects that may be of
importance.
 Using the model
• Beware that:
– This model takes time and effort
– It will need top people on board
 5-Step process
• Understand the current situation
• Determine the desired situation
• Determine your action plan to reach the
desired situation
• Execute the action plan
• Perform a periodic review of the situation
 Advantages of the McKinsey 7S
• It shows the wider impacts of any change
• It helps an organization workout what needs
to do to get where it wants
• It helps align departments, process and softer
issues
 Disadvantages of McKinsey 7S
• It can be complicated to use. Since all the
factors are interrelated and interdependent on
one another
• It needs to support of senior management
• It is an internally focused tool.
 Example of model how can be applied
• https://www.youtube.com/watch?v=DFNJypM
OIMI
Kotter’s Model
 Kotter’s Model
• One of the most popular and adopted ones in the
world.
• This theory has been devised by John P. Kotter,
who is a Harvard Business School Professor and
author of several books based on change
management.
• This change management theory is divided into
eight stages where each one of them focuses on a
key principle that is associated with the response of
people to change
• Kotter’s model looks at the entire change process
from before the change right the way to after the
change is implemented and innovation can
continue.
 Kotter's 8-steps
1. Establishing a sense of urgency Creating a
climate for
2. Creating the team change

3. Developing a Vision and Strategy

4. Communicate the Change Vision Engaging

and
5. Get things moving enabling
the change
6. Focus on Short-Term goals
Implementing and
7. Don’t give up sustaining the change

8. Incorporate change (Make it Stick)

 Kotter's 8-steps
1. Establish a sense of urgency – This step
involves creating a sense of urgency among the
people so as to motivate them to move forward
towards objectives.
2. Creating the team – get the right people on the
team by selecting a mix of skills, knowledge and
commitment.
3. Developing a vision and strategy – This stage is
related to creating the correct vision by taking
into account, not the just strategy but also
creativity, emotional connect and objectives.
 Kotter’s Model - Stages

4. Communicate the change vision–

Communication with people regarding change
and its needs.
5. Get things moving – In order to get things
moving or empower action, one needs to get
support, remove the roadblocks and implement
feedback in a constructive way.
6. Focus on short term goals – Focusing on short
term goals and dividing the ultimate goal into
small and achievable parts is a good way to
achieve success without too much pressure.
 Kotter’s Model - Stages

7. Don’t give up – Persistence is the key to

success, and it is important not to give up
while the process of change management
is going on, no matter how tough things
may seem.
8. Incorporate change – Besides managing
change effectively, it is also important to
reinforce it and make it a part of the
workplace culture.
 Kotter’s Model - Benefits
• This is a step-by-step model that is easy to
follow and incorporate.
• The main idea behind it is to accept the change
and prepare for it rather than changing itself.
• Since it is a step-by-step model, no step can be
skipped to reach the one after that.
• There has been some promising research
applying the model in a healthcare
environment[2].

[2]Kumar A, Kent F, Wallace EM, McLelland G, Bentley D, Koutsoukos A, Nestel D. Interprofessional education and practice guide No. 9:
Sustaining interprofessional simulation using change management principles. Journal of interprofessional care. 2018 Nov 2;32(6):771-8.
 Kotter’s Model limitations
• This model can be quite rigid[3]. Kotter suggests the
steps should always be followed sequentially with
limited overlap.
• This may not fit with the various cultures and the
transitions people need to make in the process[4].
• Certain steps may also not be applicable in various
situations. For example, in a change that involves
confidentiality, steps 1 and 4 may not be as
relevant[4].
• The entire process given in this model can be very
time-consuming.
[3] Chappell S, Pescud M, Waterworth P, Shilton T, Roche D, Ledger M, Slevin T, Rosenberg M. Exploring the process of implementing
healthy workplace initiatives: mapping to Kotter's leading change model. Journal of occupational and environmental medicine. 2016
Oct 1;58(10):e341-8.
[4] Appelbaum SH, Habashy S, Malo JL, Shafiq H. Back to the future: revisiting Kotter's 1996 change model. Journal of Management
Development. 2012 Aug 10;31(8):764-82.
Lewin’s Change Management Model
 Lewin’s Change Management Model

• One of the most popular and effective models

that make it possible for us to understand
organizational and structured change.
• Designed and created by Kurt Lewin in the
1950s, and it still holds valid today.
• The model consists of three main stages
which are: unfreeze, change and refreeze
 Lewin’s Model - stages
• Unfreeze:
• This involves the preparation for the change.
• At this step, the organization must get prepared for
the change and also for the fact that change is
crucial and needed.
• This phase is important because most people
around the world try to resist change, and it is
important to break this status quo.
• The key here is to explain to people why the
existing way needs to be changed and how change
can bring about profit.
• Also involves an organization looking into its core
and re-examining it.
 Lewin’s Model - stages

• Change:
• At this stage the real transition or change takes place.
• The process may take time to happen as people usually
spend time to embrace new happenings, developments,
and changes.
• At this stage, good leadership and reassurance is
important because these aspects not only lead to steer
forward in the right direction but also make the process
easier for staff or individuals who are involved in the
process.
• Communication and time thus are the keys for this stage
to take place successfully.
 Lewin’s Model - stages
• Refreeze:
• Now that the change has been accepted, embraced and
implemented by people, the company or organization begins to
become stable again.
• This is the time when the staff and processes begin to refreeze,
and things start going back to their normal pace and routine.
• This step requires the help of the people to make sure changes
are used all the time and implemented even after the objective
has been achieved.
• Now with a sense of stability, employees get comfortable and
confident of the acquired changes.

• The entire process given in this model can be very time-

consuming.
Kübler-Ross Five Stage Model
 Kübler-Ross Five Stage Model

• Developed by Elisabeth Kübler-Ross, also known as

Grief Model as it talks about the various emotional
states and stages a person goes through when
he/she discovers that he/she may be nearing their
end.
• The model can also be applied to other life
situations such as loss of job, changes in work and
other less serious health conditions.
• The model helps to understand and deal with
personal trauma and has been widely accepted
worldwide.
 Kübler-Ross Five Stage Model - Stages
• Denial
• A stage when one is unable to accept the
news.
• It is like a buffer or defense that a person
tends to create due to the inability to absorb
the news.
• One may experience shock as well as a
sense of numbness during this stage and this
happens because every person shows
resistance towards change and may not want
to believe what is happening.
 Kübler-Ross Five Stage Model - Stages

• Anger
• When the news actually gets absorbed, then
the first reaction is usually that of anger.
• The denial converts into anger when one
realizes that the change will actually affect
them and is for real.
• One starts looking for someone to blame
during this stage. For different people, there
can be different ways of directing anger.
 Kübler-Ross Five Stage Model - Stages

• Bargaining
• After the angers the next step or stage
involves bargaining so as to avail the best
possible solution out of the situation or
circumstance.
• Bargaining is a way for people to avoid
ending up with the worst case scenario
and is a natural reaction to avoid the
extreme change.
 Kübler-Ross Five Stage Model - Stages

• Depression
• When one realizes that bargaining isn’t working,
he/she may end up getting depressed and may
lose all faith.
• This is the phase when one is not bothered by
anything and moves into a sad and hopeless
state of mind.
• There are many ways to observe or identify
depression and some of them include low
energy, non-commitment, low motivation and
lack of any kind of excitement or happiness.
 Kübler-Ross Five Stage Model - Stages

• Acceptance
• When one realizes that there is no point in
being depressed or fighting change, he/she
may finally accept what is happening and may
begin to resign to it.
• There are different ways in which people
handle this stage. While some may begin to
explore the options left with them to make the
most of the situation, others may just feel that
no option is left for them and may just resign to
destiny.
Measure your understanding
 Exercise: Group work
1. Identify the leadership skills that an IT leader
must apply when implementing change.
2. Identify one change case scenario, using one of
the change theories presented in this lecture,
analyse how well the change process is working
to the identified case scenario.
3. What are some of the contributing factors to the
failure of change projects mentioned above?
4. Reflect on how you as a follower can be a
positive asset to a change process.
20 Marks
 Take home

Individual assessment
Submit Individual and group work on 30th June 2020
Submit this work on LMS system.

1. How do you normally respond to change in

your personal life? How did you respond to
the first spread of corona virus situation?
 Take home
2. What makes change so difficult and why some
of the most successful and innovative
companies on earth fail to keep up the pace?
Take the following companies as examples to
discuss this question.
– Xerox
– Nokia
– Blackberry
– Polaroid
– Yahoo
– Google
– Apple
– Facebook
20 Marks
End