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Finuing a mouel of change that fits the natuie anu cultuie of youi oiganization can
be a challenging pioposition. }ust uoogle the phiase "change management," anu
you'll get about 996,uuu,uuu hits. If you want to naiiow that uown somewhat, the
phiase "change management mouels" will only yielu 18,2uu,uuu. 0nless you have
the luxuiy of having a full time change agent on staff oi can keep a consultant on
ietainei, the piocess of weeuing thiough the possibilities can seem oveiwhelming.
Beie is a uesciiption of some of the bettei-known mouels:
470.#- E%'%,*72
This mouel is piobably the gianuuauuy of them all. Kuit Lewin fiist coineu the teim
in the 194us, anu Chiis Aigyiis as well as many otheis fuithei uevelopeu the mouel.
The following aie the typical steps taken in action ieseaich:
1. !"#$%: the piocess of ueteimining whethei oi not theie is a fit between the
consultant anu the client
2. &'"#$()#*"+: once a fit is establisheu, consultant anu client ueteimine the
scope anu outcomes of the pioject
S. ,(#( .(#/0$*"+ ("1 ,*(+"'2*2: gatheiing infoimation via inteiviews,
suiveys, anuoi obseivations anu then analyzing the uata
4. 30014()5: the consultant conuucts a feeuback meeting with team membeis
to summaiize the uata anu leau a uiscussion to inteipiet the uata
S. 67(""*"+ &/("+0: consultant anu client woik collaboiatively to uevelop an
inteivention, that is, to solve the iuentifieu pioblem(s)
6. 8"#0$90"#*'": the plan of action uevelopeu in the pievious step is
implementeu
7. !9(7:(#*'": client anu consultant measuie piogiess towaiu uesiieu
outcomes anu aujust the action plan accoiuingly
Factois ueteimining the success of action ieseaich incluue commitment anu
involvement fiom the top leaueiship, a focus in changing thinking befoie changing
behavioi, anu an unueistanuing that the ietuin on investment foi the time
committeu to the change effoit is not immeuiate.
4FF*%7.,0.@% G-H6.*<
Baviu Coopeiiiuei anu Suiesh Siivastva fiist conceiveu appieciative Inquiiy (AI) in
198u. It is essentially an appioach to change management that focuses anu builus on
the stiengths of an oiganization, iathei than focusing on what is wiong. It is baseu
on the following assumptions:



2
1. In eveiy society, oiganization, oi gioup, something woiks.
2. What we focus on becomes oui ieality.
S. Reality is cieateu in the moment, anu theie aie multiple iealities.
4. The act of asking questions of an oiganization oi gioup influences the gioup
in some way.
S. People have moie confiuence anu comfoit to jouiney to the futuie (the
unknown) when they caiiy foiwaiu paits of the past (the known).
6. If we caiiy paits of the past foiwaiu, they shoulu be what aie best about the
past.
7. It is impoitant to value uiffeiences.
8. The language we use cieates oui ieality.
The steps in the mouel aie iefeiieu to as the "4-B" Cycle anu aie baseu on a specific
question that focuses attention. Below aie those steps:
1. ,*2)'90$%: "What gives life." This is the appieciative phase anu looks to
uiscein the best of what is in an oiganization.
2. ,$0(;: "What might be." This is the envisioning phase anu imagines what
the woilu is calling foi.
S. ,02*+": "Bow can it be." This is the co-constiucting phase wheie membeis of
an oiganization ueteimine the iueal.
4. ,02#*"%: "What will be." This is the sustaining phase wheie membeis aie
empoweieu to achieve the uieam, as well as leain anu auapt as the
enviionment changes.
12,-+% 9*#7%'' "#$%&
Linua Ackeiman Anueison anu Bean Anueison uevelopeu this mouel in the 199us,
which they publisheu in !"#$%& ()*%+" ,*%*+"-"%. anu its companion book, /)"
()*%+" 0"*&"123 4$*&-*5. The piocess begins with a wake up call to leaueiship. The
mouel is uiviueu into thiee phases with moie specific steps as follows:
Phase 1: Setting the Founuations foi Success
1. Piepaie to leau the change
2. Cieate oiganizational vision, commitment, anu capacity
S. Assess the situation to ueteimine uesign iequiiements
Phase 2: Besign
4. Besign the uesiieu state
S. Analyze the impact
6. Plan anu oiganize foi implementation
Phase S: Implementation
7. Implement the change
8. Celebiate anu integiate the new state
9. Leain anu couise coiiect


3
This mouel intiouuces the concept of conscious tiansfoimation as a pioactive
appioach to tiansfoimational change, anu it focuses on builuing change leaueiship
competency. A leauei's minuset is a ciitical leveiage point foi change, anu leaueis
must challenge themselves to examine theii funuamental assumptions about ieality.
I%'.+- J2.-8.-+
Besign thinking fiist became populai in the 198us with the iise of human-centeieu
uesign. It is not lineai oi sequential, but foi the ease of explanation, it has been
bioken uown into the following thiee majoi phases:
1. 8"2<*$(#*'": iuentify challenges people aie facing oi oppoitunities
oiganizations want to exploie thiough obseivation
2. 810(#*'": uistill obseivations into insights involving a tiuly uiveise gioup of
people
S. 8;<70;0"#(#*'": uevelop a piototype to test in the fielu anu ietest as
changes aie maue to impiove the piototype
Some of the key unueipinnings of this appioach to complex pioblems aie:
The neeu to shift away fiom a consumptive (passive) ielationship with
customeis to one of paiticipation.
Taking the uesign piocess out of the hanus of uesigneis anu putting it into
the hanus of eveiyone.
Innovation is moie likely when solutions bubble up fiom below iathei than
being imposeu fiom the top.
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Baiolu Siikin, Peiiy Keenan, anu Alan }ackson fiist outlineu the BICE fiamewoik in
"The Baiu Siue of Change Nanagement" in the 6*17*1& !839%"33 4"79":. Although
technically not a mouel of change, it is a valuable tool foi anyone unueitaking a
change effoit. This fiamewoik outlines foui factois that will ueteimine the outcome
of any tiansfoimation initiative. These factois aie:
1. ,:$(#*'": this can be eithei the uuiation of the pioject, if it is shoit, oi the
amount of time between ieviews of milestones.
2. 8"#0+$*#%: this is the ability of the pioject team to complete the initiative on
time anu is baseu on membeis' skills anu tiaits ielative to the pioject's
iequiiements.
S. &';;*#;0"#: this iefeis to the level of visible backing fiom influential
executives as well as the level of enthusiasm of those implementing anu
affecteu by the change effoit.
4. !=='$#: this means the amount of woik ovei anu above the usual level that the
change initiative uemanus of employees.
This tool measuies these foui factois uuiing the span of a pioject to evaluate the


4
likelihoou of success oi failuie. It pioviues a veiy conciete methou foi assessing
milestones anu ueteimining the neeu foi couise coiiections.
N#00%*O' PQR0%F 12,-+% "#$%&
}ohn Kottei uevelopeu this mouel in the 199us baseu on thiee key tasks that change
leaueis must focus on in oiuei to be successful: managing multiple time lines,
builuing coalitions, anu cieating a vision. The steps in the mouel aie as follows:
1. Establish a sense of uigency
2. Foim a poweiful guiuing coalition
S. Cieate a vision
4. Communicate the vision
S. Empowei otheis to act on the vision
6. Plan foi anu cieate shoit-teim wins
7. Consoliuate impiovements anu piouuce still moie change
8. Institutionalize new appioaches
Some of the pitfalls that Kottei wains change leaueis to avoiu aie not builuing
enough momentum to caiiy the change effoit foiwaiu, not leauing by example,
unueiestimating how long it takes foi changes to be sustaineu, anu not engaging all
levels within the oiganization in the change effoit.
S%M.-O' 12,-+% ",-,+%:%-0 "#$%&
Kuit Lewin cieateu this mouel in the late194us. Theie aie thiee stages to the mouel:
1. >"=$00?*"+: This is the stage wheie an oiganization ieauies itself foi change
by cieating unueistanuing of anu commitment to the neeu foi change anu
establishing a vision foi what the new system might be. It is the most ciitical
stage because without it, the change effoit will fail.
2. &/("+0 '$ @$("2*#*'": This stage involves moving towaiu the uesiieu
outcome. It's a piocess, not an event, anu it is the most uifficult stage uue to
the level of unceitainty anu iisk it entails.
S. 3$00?*"+ '$ A0=$00?*"+: This stage is about cieating stability once the
changes have been implementeu. It is ciitical foi long-teim success anu if not
fully completeu, will iesult in backsliuing to olu habits.
Although this mouel is faiily simple, it pioviues a stiaightfoiwaiu fiamewoik foi
unueistanuing how change happens.
"7N.-'%< TQR L*,:%M#*8
Tom Peteis anu Robeit Wateiman, authois of ;% <"*1=) $> ?@="AA"%=", cieateu the
NcKinsey 7-S Fiamewoik in the 198us. The 7S aie:
B#$:)#:$0: the oiganizational hieiaichy as it peitains to iepoiting
ielationships, communications, anu uecision-making


5
B#$(#0+%: the plan foi achieving oiganizational objectives anu maintaining a
competitive euge
B%2#0;2: opeiational activities, contiols, iules, anu piocesses that enable the
oiganization to monitoi anu evaluate its piogiess anu stay on tiack
B5*772: competency anu capacity of the existing employees
B#%70: leaueiship anu oiganizational cultuie
B#(==: the existing positions within the oiganization
B/($01 C(7:02: coie values oi guiuing piinciples that cieate the existing
oiganizational cultuie
Shaieu values holus the cential focal point of the mouel. The mouel is most often
useu as a tool to assess anu monitoi changes in the inteinal situation of an
oiganization anu is baseu on the theoiy that, foi an oiganization to peifoim well,
these seven elements neeu to be aligneu anu mutually ieinfoicing.
)*+,-./,0.#-,& S%,*-.-+ ,-$ 02% L.@% I.'7.F&.-%'
When Petei Senge's book, /)" B9>.) C93=95A9%" was fiist publisheu in 199u, the teim
"leaining oiganization" joineu the business lexicon. Senge was able to uistill yeais of
ieseaich anu piactice in the fielu of oiganization uevelopment into a cleai anu
concise mouel foi cieating piofounu oiganizational change. Below aie the five
uisciplines that an oiganization must piactice in oiuei to become a leaining
oiganization:
60$2'"(7 ;(2#0$%3 Peisonal masteiy is the ability to continually claiify anu
ueepen peisonal vision, focus eneigies, uevelop patience, anu see ieality
objectively.
D0"#(7 ;'10723 Nental mouels aie ueeply ingiaineu assumptions oi
geneializations that influence how we unueistanu the woilu anu how we
take action. Woiking with mental mouels involves suifacing anu examining
oiganizational assumptions, in oiuei to unueistanu oiganizational systems
bettei anu to uevelop moie effective solutions.
E:*71*"+ 2/($01 9*2*'"3 This uiscipline entails builuing anu holuing a shaieu
pictuie of the futuie anu ueveloping the capacity to meet that vision.
@0(; 70($"*"+3 Team leaining involves engaging in uialogue anu the
piocess of thinking anu leaining togethei.
B%2#0;2 #/*"5*"+3 Systems thinking, what Senge iefeis to as the "fifth
uiscipline," is the coineistone of oiganizational leaining that ties the othei
foui uisciplines togethei. In a nutshell, systems thinking is the stuuy of
system stiuctuie anu behavioi. It focuses on the inteiielationships of
oiganizational systems, looking at the whole iathei than the inuiviuual paits.



6
Theie is no staiting oi enuing point with this mouel. An oiganization can stait
wheie is makes the most sense. The only iequiiement is that the five uisciplines be
integiateu into an oveiall piactice of oiganizational leaining.
9#'.0.@% I%@.,-7%
Positive Beviance is uefineu by Wikipeuia as "an appioach to behavioial anu social
change baseu on the obseivation that in any community, theie aie people whose
uncommon but successful behaviois oi stiategies enable them to finu bettei
solutions to a pioblem than theii peeis, uespite facing similai challenges anu having
no extia iesouices oi knowleuge than theii peeis." }eiiy Steinin is the peison most
often cieuiteu with staiting Positive Beviance, anu his stoiy of success with
ieuucing malnutiition in vietnam is ietolu in both Chip anu Ban Beath's book <:9.=)
anu Tim Biown anu }ocelyn Wyatt's aiticle in the <.*%>$1& <$=9*A ;%%$7*.9$% 4"79":,
"Besign Thinking foi Social Innovation." Theie aie seven specific steps in the
Positive Beviance piocess, anu although this appioach is often useu in communities,
it can also be applieu within oiganizations to solve what feel like intiactable
pioblems. Below aie the seven steps:
1. An invitation to change
2. Befine the pioblem
S. Beteimine the piesence of positive ueviance inuiviuuals oi gioups
4. Biscovei uncommon piactices oi behaviois
S. Piogiam uesign
6. Nonitoiing anu evaluation
7. Scaling up

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