Change Management Matrix

Model	Description	Benefits	Limitations	Purpose	Additional Insights for Some Models
Kotter's Change Management Model	Steps to encourge new behaviors for successful organizational change	Provides an eight-step actionable checklist	Lack of measurement processes and time consuming	Organizational Change Management Model	This model identifies that creating urgency is a critical first step to initiate change. Other steps, outlined in his book Leading Change, include: build coalitions and vision, remove obstacles, create short term "wins," build on the change, and anchor the change in the new structure.
Bridges Transition Model	Strategies for managing the emotional transitions of change	Includes a step-by-step guide to foster emotioinal acceptance of change	Not a framework for operational change	Organizational Change Management Model	Involves three steps that mirror some of the Kubler-Ross model by recognizing and planning for initial frustration and anger, impatience and resentment, in their steps. This model recognizes that change is constant, and the steps include "ending, losing, letting go," by creating the "neutral zone" and providing a "new beginning" – all of which provide structure and are repeatable.
Rogers' Tech Adoption Curve	Model to define the change adoption timeframe	Defines a timeline for workforce acceptance	Not a framework for operational change	Organizational Change Management Model	Most organizational change models recognize that it is critical for "buy-in" to occur, but is difficult, at best. Rogers' Tech Adoption Curve illustrates the "lifecycle" of this concept. A bell-shaped curve shows that adoption starts with the innovators, rises as majoirty of participants onborad, and finally ends with acceptance by a reluctant group alled "laggards." Note; this concept of initial reluctance is addressed in most models of innovation and change management.
Kubler-Ross Model	Model based on the emotional journey – five stages of grief	Most change frameworks address these stages	No clear guidance for operational change	Individual Change Management Model	This model is perhaps best at explaining the human element in change, while normally used to explain the emotional turmoil experienced by those who are terminally ill as they adapt to impending loss. Eventually, elements of shock, resistance, bargaining, and anger evolve into acceptance and adjustment and are interpreted in many organizational change methodologies.
Prosci ADKAR Model	Five step process: Awareness, Desire, Knowledge, Ability, and Reinforcement	Rewards individual change in organizational change process	Cumbersome process for large organizations	Individual Change Management Model	Created by Jeffrey Hiatt, this model facilitates change on an individual level since change is often less about the changes themselves and more about people's reactions to them. ADKAR is an acronym for: Awareness, Desire, Knowledge, Ability, and Reinforcement. The ADKAR model helps individuals process change through clearly defined stages that eanable them to both understand and accept the changes at hand. (*see; https://www.luicidchart.com/documents/editNewOrRegister/1d87fcfb-38db-4b4d-bd42-1cbdca427442)
McKinsey Model	Seven structural model that focuses on a holistic approach to change	Provides guidance and focuses on the whole organization	Very complex model	Organizational Change Management Model	Originated by Tom Peters, Robert Waterman, Richard Pascale, and Anthony Athos in 1978, this is a change management framework that focuses on two sides of change: hard and soft. The seven elements consist of strategy, structure, and systems which are defined, and shared values, style, staff, and skills which are more fluid. This model is considered complex and works at aligning and interrelating the seven elements to provide a process for continuous realignment.
Nudge Theory	Method advocating the benefits of behavior modification	Positive reinforecement method to drive individual change	Depends on a custom response to each change circumstance	Individual Change Management Model	From a 2008 book, Nudge, is a behavioral concept that encourages less enforcement and more indirect encouragement as a method for behavior modification. Like Covey's "habits," individuals modify their response for a better organizational outcome.
Stephen Covey's Model	Individual leadership development through adopting better habits	More leadership within rank and file to drive organizational change	No framework for operational change	Individual Change Management Model	Adapted from Stephen Covey's The Seven Habits of Highly Effective People, the methodology is used for both individual and organizational leadership innovation. Advocating that change must begin at a personal level, professing that "to do good, you mjust first be good." Covey's system relies on learning effective ways to modify habits. Covey is quoted as saying, "…we believe that organizational behavior is individual behavior collectivized."
Virginia Satir	Model for improving family relationships	Focus on the family as a unit rather than individuals	No framework for operational change	Individual Change Management Model	Visually similar to Kubler-Ross, this model, developed by a family counseling pioneer Virginia Satir, also recognizes that a "breakdown" involving resistance and chaos leads to integration and a new status quo.
Switch Framework	Techniques and examples on three interconnected elements of change	Good overview/stories for modeling change	No framework for operational change	Individual Change Management Model	Taken from the book, Switch: How to Change Things When Change is Hard, is a broadbased transformative method for both personal enrichment and organizational change. Reisistance (identifiied in most change methodologies) is defined by the Switch Framework as a "lack of clarity" that is remedied by good communication. Consult the book for considerably more detail.
EASIER Model	Six steps – Envision, Activate, Support, Implement, Ensure, and Recognize	Checklist on operational and emotional elements to organizational change	Relies on leadership effectiveness and response	Organizational Change Management Model	Is detailed in the book "How to Manage Organizational Change," by D.E. Hussey. The acronym stands for Envision, Activate, Support, Implement, Ensure, and Recognize. The name itself promotes the idea that change can be made easier through a structured methodology.
Deming Cycle	An ongoing process advocating "plan, do, study, and act"	Structured framework for organizational change	No process to factor emotional resistance or opposition forces	Organizational Change Management Model	Developed by Dr. W. Edwards Deming, this is a systematic process of innovation management, and is also known as Plan, Do, Study, Act (PDSA). Although, originally created to facilaite TQM (Total Quality Management) relying extensively on the use of statistical data, to assist the process of continous improvement to systematically identify and implement changes. Tending to be more process oriented and seem to exclude the variance of human emotional resistance to change.
Lewin's Model	Three steps – unfreeze, change, and refreeze process of change	Simples steps to combat emotional resistance and opposition	No mechanism for ongoing change	Organizational Change Management Model	Developed in the 1940s, Kurt Lewin's easy 3 step model for change is known as the "unfreeze, change, refreeze" system. In this model, emphasis is placed on ways to work around resistance through good communication, "buy-in" at all levels, recognition of the emotional element of change, and then "cementing" the new normal. The visual of reshaping an organization like a block of ice that is melted, remolded, and then frozen again illustrates the system.
		https://www.smartgsheet.com/which-numerous-change-management-models-and methodologies-right-your-organization
		https://www.luicidchart.com/documents/editNewOrRegister/1d87fcfb-38db-4b4d-bd42-1cbdca427442)