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Transformation Enablers - Change Management

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Industry Best Practices

Change Management Models

The following models are proven approaches to Organization Change Management and have been tested in countless transformation initiatives in both the public and private sectors. Each model demonstrates a different approach to addressing the same organization dynamics of managing change. A comparative analysis of each will reveal strengths and rigor, and weaknesses. At the same time, synthesizing the perspectives of all models together, will provide a stronger foundation, and insight into the human complexities of organization behavior, and allow you to customize the most appropriate approach to your organization’s transformation. This is the approach described in the Change Management Overview.

• Appreciative Inquiry
• Elizabeth Kubler-Ross Model
• Commitment to Change Model
• John Kotter’s Transformation Process
• Cultural Indicator Tree Model

Appreciative Inquiry

Appreciative Inquiry is a transformational change approach that engages people to discover and leverage individual and collective strengths – based on past success and internal best practices. In the past, organizational interventions typically focused on error detection, gap analysis, and fixing problems. They start with the question, “What is wrong?”. It is assumed that a problem must be identified and then the appropriate intervention can be applied to “fix” the issue. Today there are more applications that examine what contributes to the best of organizational life as a starting point for change. The objective of Appreciative Inquiry is to touch the “positive core” of an organization as the starting point for change by asking positive questions that draw out the human spirit. In a self-organizing way, the organization begins to construct a more desirable future, engaging itself in the process. 1 Read the details.

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Elizabeth Kubler-Ross Model

Elizabeth Kubler-Ross developed a model of personal change after spending time analyzing the emotional responses to grief by terminally ill patients. This academic model is relevant to any Army core business mission going through either an ERP or CPI change program because it provides a context for the human dynamics at work in response to change, espoused by Ken Blanchard in his work “Managing the Journey”. The model identifies the human emotional response to change over time that includes denial, anger, bargaining, depression and acceptance. Read the details.

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Commitment to Change Model

Building commitment is an essential part of any transformation initiative. However, most organizations involved in large-scale change have not taken the time to understand what commitment is, what must be done to prepare for it, how it is developed, and how it can be lost. The “Change Management Continuum” model provides a cognitive map of how commitment is generated. The model consists of three developmental phases, Inform, Educate and Commit, and several progressive commitment stages in each phase. Each stage represented contains critical junctures where commitment to change can be threatened or advanced. Read the details.

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John Kotter’s Transformation Process

John Kotter, author of several books and articles on Change Management, says that the change process takes time and goes through several different phases in a successful change effort and that a mistake made during any phase of the change effort can have a negative impact on the organization. Kotter outlines an eight step process with suggestions to help organizations transform. Read the details.

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Cultural Indicator Tree Model

An important aspect of undertaking a Change Management initiative is to have a clear understanding of an organization’s culture. Culture can be defined as “the way we do things around here,” the unwritten rules of what constitutes intelligent behavior in an organization. The Army has its own unique culture that must be examined when any business transformation program is initiated. Read the Details.

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1 Daniel L. Cooperrider, Positive Organizational Scholarship, 2003, Cameron, Dutton, & Quinn