Was sind die besten Change-Management-Modelle und -Frameworks, die Sie lernen können?

The ADKAR model offers a compassionate lens to understand the individual journeys of our team members. It's not just about processes or stages; it's about the human stories of awareness, desire, knowledge, ability, and reinforcement. As leaders, it's our role to not only implement these stages but to deeply connect with the emotions and experiences that accompany each one. By leaning into the ADKAR model, we can lead with authenticity, ensuring our teams feel seen and supported through every twist and turn of change.

The ADKAR change model can be applied in various business structures and circumstances, but it is particularly valuable for managing change in large organizations, during transformational periods, and in environments where change resistance is a concern. It is a versatile framework that can be adapted to suit the specific needs of different businesses and industries.

ADKAR es el mejor modelo para gestionar cambios a nivel organizacional, aunque también para cambio personal. ¿Cuáles son los pasos más importantes? 𝟭) 𝗔𝘄𝗮𝗿𝗲𝗻𝗲𝘀𝘀: Aqui lo más critico es a comunicación efectiva, aparte por supuesto de la confianza que haya hacia los principales sponsors del cambio. Conviene trabajar con la estructura del 𝗲𝗹𝗲𝘃𝗮𝘁𝗼𝗿 𝗽𝗶𝘁𝗰𝗵 para aumentar la probabilidad de éxito de los mensajes. 𝟮) 𝗗𝗲𝘀𝗶𝗿𝗲: Este elemento debe enfocarse literalmente como una propuesta de venta porque el énfasis principal está en los beneficios, el famoso "𝙬𝙝𝙖𝙩´𝙨 𝙞𝙣 𝙞𝙩 𝙛𝙤𝙧 𝙢𝙚". Con base en los procesos que he realizado, estos dos elementos representan el 𝟱𝟬% 𝗱𝗲𝗹 é𝘅𝗶𝘁𝗼 𝗱𝗲𝗹 𝗰𝗮𝗺𝗯𝗶𝗼.

The ADKAR model, by Prosci, is a practical framework focusing on individual change. It comprises Awareness, Desire, Knowledge, Ability, and Reinforcement stages. This model aids in assessing team readiness, designing interventions, and ensuring sustained change.

I completely agree. However, ADKAR should be used in conjunction with two other Prosci models for a complete approach to the change management life cycle, Prosci’s PCT and Three Phase models.

A mi me sirve trabajar con el modelo de Satir Change model. En verdad se aplica para el trabajo sistémico y ha sido aplicado para familias. Ya sabemos que las organizaciones pueden ser pensadas como grandes sistemas. El Satir Change Model plantea un stage 1: Late Status Quo un stage 2: Resistance un stage 3: Chaos, Stage 4: Integration y un último stage: New Status Quo. Me resulta útil pensarlo así como ciclos. Por supuesto que donde más foco hago es en la figura y la tarea o rol del líder durante cada uno de los estadios que toma el cambio. Por eso es importante -al menos para mi- utilizar marcos o modelos simples y sencillos de conceptualizar para luego poder enfatizar las relaciones entre los miembros de los equipos y la comunicación.

𝗔𝘄𝗮𝗿𝗲𝗻𝗲𝘀𝘀: Understand the need for change by communicating why it is necessary and how it will impact the organisation and individuals. 𝗗𝗲𝘀𝗶𝗿𝗲: Foster a willingness to support and participate in the change by addressing the concerns and motivations of those affected. 𝗞𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲: Provide the necessary information, training, and resources to help individuals understand how to change effectively. 𝗔𝗯𝗶𝗹𝗶𝘁𝘆: Ensure that individuals have the skills and behaviours required to implement the change successfully. 𝗥𝗲𝗶𝗻𝗳𝗼𝗿𝗰𝗲𝗺𝗲𝗻𝘁: Strengthen the change by reinforcing and sustaining it through continuous support, recognition, and corrective actions.

In my experience, the strength of Kotter’s model lies in its ability to deal with situations with significant barriers/obstacles to change which require creating a favorable climate for change. It is ideal for turnaround challenges.

Kotter's 8-Step Process provides leaders with a clear roadmap to navigate the complexities of organizational change. It's about more than just following steps; it's about genuinely connecting with each phase, from creating urgency to anchoring change in culture. As leaders, we must lean into this framework, ensuring we implement each step with intention, connect with our teams authentically, and consistently reinforce the vision. By embracing Kotter's approach, we can foster stability, alignment, and lasting transformation in our organizations.

Kotter's 8-Step Process is a versatile framework that can be adapted to different business structures and circumstances. It is particularly effective in large organizations undergoing transformational change, but it can also be applied in project-based settings, change-resistant environments, and continuous improvement initiatives, among others. The key is to tailor the approach to the specific needs and context of the organization or initiative in question.

Urgency: Foster motivation for change. Coalition: Assemble an influential team. Vision: Craft a compelling desired outcome. Communication: Share the vision effectively. Empowerment: Enable action by removing obstacles. Short-term wins: Celebrate small victories. Consolidate gains: Leverage early wins for more change. Anchor change: Integrate change into organizational culture. This process helps align teams, overcome challenges, and establishes lasting change for sustained success.

In many respects Lewin’s model provides a foundation for Kotter’s model. It’s strength lies in the emphasis on social psychology and organizational behavior. It complements other models, like ADKAR, which focuses on individual psychology.

Lewin's Change Model offers a grounded approach to the ebb and flow of transformation. It begins with the crucial step of 'Unfreeze', where we prepare and align our teams for the impending shift. As we move to the 'Change' phase, it's our responsibility as leaders to provide unwavering support, clear guidance, and timely feedback. Finally, in the 'Refreeze' stage, we lean into the new norms, ensuring they are deeply embedded and sustained. By connecting authentically with each stage, we can lead our teams through change with clarity, support, and lasting impact.

Lewin's Change Model is a classic framework for understanding and managing organizational change. By integrating Lewin's Change Model with other change management frameworks like Kotter's 8-Step Process or the ADKAR Model, organizations can benefit from a more comprehensive and structured approach to change. This combination helps address different aspects of change, from creating awareness and desire to implementing change effectively and ensuring long-term sustainability.

Lewin's Change Model offers a simple, structured approach to change management, with accessible stages and clear guidance fostering a supportive environment. However, its rigid structure and time-consuming process may not suit all situations or rapid changes required in dynamic market conditions. Furthermore, the model may undervalue the emotional complexities of change by focusing primarily on structural aspects. Nonetheless, considering the model's pros and cons allows organizations to evaluate its suitability and adaptability to their unique needs.

𝗨𝗻𝗳𝗿𝗲𝗲𝘇𝗲: Prepare the organisation for change by recognising the need for it, breaking down the existing status quo, and creating a sense of urgency for the transition. 𝗖𝗵𝗮𝗻𝗴𝗲: Implement the change by introducing new processes, behaviours, or ways of thinking, ensuring that everyone is supported with clear communication, training, and resources. 𝗥𝗲𝗳𝗿𝗲𝗲𝘇𝗲: Solidify the change by embedding new practices into the organisational culture, establishing stability, and making the new ways the standard procedure through reinforcement and continuous support.

McKinsey’s 7S provides a framework for understanding how the various elements of an organization have to be vertically aligned to support each other even as the organization undergoes horizontal transition and change. Using this framework is critical for Enterprise level change management where systemic risk is often involved.

The McKinsey 7S Model provides a comprehensive lens to view the intricate facets of an organization. It's not just about identifying individual elements like Strategy or Structure; it's about understanding their deep interconnections. As leaders, we must lean into this framework, ensuring that we not only diagnose the current state but also envision and design the desired future. By authentically connecting with each of the seven elements, we can create a roadmap that aligns our teams, bridges gaps, and drives meaningful and cohesive change.

The McKinsey 7S Model can help organizations identify areas of misalignment and guide them through the process of change. The McKinsey 7S framework can be applied to assess the potential outcomes of impending organizational changes or to harmonize divisions and processes in the context of a merger and acquisition. Coke is an example of a company that has effectively leveraged the change management model to adjust its strategy.

This model complements the Kubler-Ross model and can provide a path for accelerating the passage through the transition that people go though between the current and future state.

The Bridges' Transition Model delves into the heart of human experience during change. While change might be external, transition is deeply personal and emotional. As leaders, we must recognize and honor these phases: from the raw emotions of 'Ending, Losing, and Letting Go', through the uncertainties of 'The Neutral Zone', to the hope and clarity of 'The New Beginning'. By leaning into this model, we can connect authentically with our team's journey, ensuring they feel understood, supported, and guided every step of the way.

The Bridges' Transition Model can be applied in circumstances where managing the psychological and emotional aspects of change is essential. It is particularly effective during significant organizational changes, leadership transitions, cultural transformations, technology implementations, and in change-resistant environments. The model helps organizations and individuals navigate the emotional journey of change, ultimately leading to smoother and more successful transitions. I agree with Douglas K. Murata that it complements the Kübler-Ross model by effectively ushering in the new organizational vision.

𝗘𝗻𝗱𝗶𝗻𝗴, 𝗟𝗼𝘀𝗶𝗻𝗴, 𝗮𝗻𝗱 𝗟𝗲𝘁𝘁𝗶𝗻𝗴 𝗚𝗼: Acknowledge and address the emotions and resistance that come with letting go of the old ways. Provide support and communicate openly to help individuals cope with the change. 𝗧𝗵𝗲 𝗡𝗲𝘂𝘁𝗿𝗮𝗹 𝗭𝗼𝗻𝗲: Navigate the transitional phase where the old has been left behind, but the new is not yet fully implemented. Encourage creativity, provide clear guidance, and maintain open communication to manage uncertainty and foster adaptation. 𝗧𝗵𝗲 𝗡𝗲𝘄 𝗕𝗲𝗴𝗶𝗻𝗻𝗶𝗻𝗴: Embrace and solidify the new changes, helping individuals understand their roles in the new environment. Reinforce the new processes and behaviours through support, training, and recognition.

Another model to consider is The Appreciative Inquiry model which focuses on leveraging the strengths of an organization or team to drive change. It emphasizes positivity over problem-solving, tapping into collective wisdom. The process involves four steps: Discovery: Identify strengths and successes through interviews or discussions. Dream: Envision the ideal future based on discovered insights. Design: Collaborate to create action plans drawing on strengths. Destiny: Implement initiatives, monitor progress, and adapt based on feedback. This approach fosters positivity, collaboration, and engagement, crucial in remote or hybrid settings. By highlighting strengths, leaders inspire commitment, creativity, and meaningful change.

Otro esquema a tener en cuenta es el modelo trans teórico de Prochaska y Diclemente: ❓𝟭)𝗣𝗿𝗲 𝗰𝗼𝗻𝘁𝗲𝗺𝗽𝗹𝗮𝗰𝗶ó𝗻: La persona debe ser consciente de que tiene un problema. 𝟮) 𝗖𝗼𝗻𝘁𝗲𝗺𝗽𝗹𝗮𝗰𝗶ó𝗻: Comienzo a pensar en la solución. 𝟯) 𝗣𝗿𝗲𝗽𝗮𝗿𝗮𝗰𝗶ó𝗻: Evalúo y elijo opciones. 𝟰) 𝗔𝗰𝗰𝗶ó𝗻: Implementación del cambio en si. 𝟱) 𝗠𝗮𝗻𝘁𝗲𝗻𝗶𝗺𝗶𝗲𝗻𝘁𝗼: Sostener la nueva conducta. ❎𝟲) 𝗥𝗲𝗰𝗮í𝗱𝗮: Recaer en antiguas prácticas. Siempre he creído que las más importantes son la primera y la última. Sin pre contemplación es difícil que alguien inicie un proceso de cambio. Por otro lado, no existe perfección en nada que tenga que ver con el ser humano, por eso es clave presupuestar las recaídas comportamentales.

A couple of areas not included in the article are: 𝗖𝗼𝗻𝘀𝗶𝗱𝗲𝗿 𝗖𝘂𝗹𝘁𝘂𝗿𝗮𝗹 𝗔𝘀𝗽𝗲𝗰𝘁𝘀: Address the organisational culture, as it significantly impacts the success of change initiatives. Understand and align with the cultural dynamics to foster acceptance and integration of change. 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗜𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁: Adopt a mindset of continuous improvement, regularly reviewing and refining change strategies to adapt to evolving circumstances and feedback.