Whether you're transitioning your team to new project management software or encouraging people to contribute to their retirement accounts, it is important to implement effective change processes. Luckily, there are several frameworks available to help you plan and execute your next organizational change.
One such framework is the PDCA cycle, which works on a loop and requires frequent assessment of stakeholders, impact, and organization readiness.
The 8-Step Model
Developed by Harvard Business School professor John Kotter, this framework is a proven model for implementing change. It includes eight steps that are critical for success.
Step 1 is creating urgency for the need to change. This involves honest dialogue about the current systems and activities in your company and explaining why they need to be changed now.
Once the sense of urgency has been established, you must create a vision for the change. This must be inspiring to your team and include specific, measurable, actionable goals. Next, you must form a powerful coalition that supports the change. You should rotate members to add new perspectives to the team. Finally, you must reward those who support the change and create short-term wins for your team.
The 7-S Model
This change management model focuses on analyzing the seven key areas of an organization: structure, strategy, systems, shared values, skill, style and staff. Each of these areas are interconnected and a change in one area can affect the other areas. The model emphasizes that each of these areas needs to be aligned with the overall business goals.
For example, a restaurant chain might use this framework to identify that they need to improve their operational efficiency by implementing new processes and procedures. They could also analyze the need for additional training for their managers and franchise owners.
The framework puts Shared Values in the center, recognizing that this is the driving force for all other changes to be successful. Getting this right is critical to ensuring the success of your company.
The Kubler-Ross Change Curve
The Kubler-Ross Change Curve is a powerful model for understanding people's emotional responses to change. It's a great framework for assessing the progress of your team through the stages of the process and providing adequate support to minimize resistance.
It's based on observations, rather than research, which makes it easy to understand and use. It's also industry agnostic, so it's applicable to any change initiative.
It's important to keep in mind that the changes people go through are personal and may not follow a strict sequence. For example, someone who's in the denial stage might not move on to anger or depression. The key is to recognize where your staff is in the change cycle and provide appropriate management support. Having this knowledge at the forefront of your strategy can help you make better decisions and avoid costly mistakes.
ADKAR
The ADKAR change management model was developed by Prosci, a leading provider of change management training and tools. It has five key building blocks that help individuals move through a change in a way that ensures sustainability and a return on investment for the business.
For example, employees need to be aware of the change that is needed and agree with the reasoning behind it before they will be willing to support Organizational Design the initiative. Managers can use one-on-one conversations, team meetings, and project management software to communicate these aims.
It's also important to build desire before moving on to knowledge and ability. Otherwise, an employee may start to resist the change before they're ready for the next step. To overcome this resistance, managers should consider how the changes will improve day-to-day tasks and what specific benefits they'll provide for employees.
Lewin
The Lewin Model is a straightforward change process framework that uses both driving and restraining forces to manage organizational transformation. This change management theory suggests balancing these forces through effective change communication and employee training to overcome resistance to new changes.
During the first stage, the change leaders need to stir up the status-quo to help team members realize that a new change is needed. This includes introducing interprofessional collaborative efforts like this example of how one large rehabilitation hospital used a crosswalk methodology to promote nurses' acceptance of Lean systems tools for bedside shift reporting.
Once the new change is implemented, it's important to reinforce and sustain it until it becomes second nature in your org culture. This can be done by offering ongoing employee training and providing ongoing feedback.
