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Used to analyse organisations and identify

misalignments/areas for development

Includes Tichy’s TPC model, McKinsey’s 7-s

framework, Star Model, and Lewin’s Force Field
model

Diagnostic Can be used to identify of the need for change

Models and assess how urgent any need for change is

They need to be applied in context, require a

lot of analysis, and don’t specify actions to take

Models and Theory

They reduce complex change to boxes and
BUS230 Change Management arrows, disregarding how people think about
and experience change

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Provide clarity and simplicity, and

generally offer similar advice, but Complements checklist approach,
emphasising change over time (and
lack theoretical underpinning different requirements at different stages)

Still need to translate into an

Implementation organisation-specific plan Implementation
Models - Models – Includes Lewin’s three-stage model, Kotter’s
eight-stage model, McKinsey 5A model

Checklist Include Boston Consulting Group’s

DICE model, Prosci’s ADKAR model,
Stage/n-step
and Stouten’s evidence-based model
They don’t look at how the past affects the
future/current change, successful change
Which one to use depends on still needs to be sustained and not prevent
context, and you can mix and match future adaptation, and still don’t state
as suits organisational needs “what do to” in a given context

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Considers organisational context, but vary Change is a process, not an event

on contingencies

Highlights significant and issues not covered by

Includes “Where to start?” model, Stace- either checklists or stage models e.g. politics
Implementation Dunphy Styles Continuum, and Hope
Hailey-Balogun Change Kaleidoscope Implementation
Models –
Models – Process Says be aware of this not do this
Contingency Difficult and complex in practice and Perspective
Models relies on a very skilled change manager
who understands the context Presents change as overcomplex and
unmanageable

Requires flexibility in leadership style Focuses on context at the expense of individual

and team contributions

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Models and Theory Criticism

• They suggest simplistic causality which doesn’t

consider human interaction
• They have to be contextualised to the situation
• They require rule following which varies with
context
Models and Frameworks
• Experts do not follow the rules of tools and
techniques but exercise practical judgement

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Stouten’s Evidence-Based Approach Process Perspective

Eight lessons:
Steps:
Consider: • There are no universal prescriptions or recipes
• Based in research • Diagnosis (1): Gather the facts
• The context • Change is a political process, and change leaders need to be
evidence • Diagnosis (2): Assess readiness for change.
politically sensitive and astute.
 Identify solutions • The substance of the
 Time, planning, and flexibility are essential in changing attitudes
• Easy for managers to use  Develop effective change leadership change and its scale and
scope and behaviours and in gaining commitment for change
 Develop and communicate a change vision.
 Challenge taken-for-granted assumptions through “critical
• Must be adapted to local  Work with social networks • The transition process reflection”
circumstances  Use enabling practices
• Political activity  Learn from both positive and negative experiences
 Encourage small-scale initiatives and
 Education, training, and development should be aligned with new
• Consistent with other experimentation • The interactions
operating procedures.
 Assess change progress and outcomes over between these factors
guidelines (e.g. Kotter’s) time  Communication is fundamentally important in steering processes in
 Institutionalize the change desired directions
 Change requires constant adaptation to contextual circumstances.

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Each model type has their own benefits and

Change Kaleidoscope limitations

Depending on urgency, what is the necessary The scope and speed of the
Time: speed of the change?
Type/Path: proposed change They remain popular because they codify what is
Design Options:
Context factors:

How narrow or broad is the scope of the usually a messy and iterative process
Scope: change agenda?
Top-down, bottom-up,
Start point:
Summary
combination, or pilot sites and
Is there a need to maintain a degree of pockets of good practice
Preservation: continuity on some dimensions, in some areas?

From coercive to collaborative,

Are the attitudes and values of those affected Style: varied by staff group and phase
Diversity: similar or are there diverse subcultures? of change
The process perspective looks at how the process
Do the individuals involved have the necessary Focus on change outputs, of change occurs with a focus on politics but has
Capability: skills and knowledge?
Target: behaviours, attitudes, and/or
values limitations of its own
Does the organization have the resources to
Capacity: implement more change?
Levers and Mechanisms:

What degree of acceptance of or resistance to

Interventions: technical, political, cultural,
education, communication
Readiness: change is there?

Responsibility for implementing: All these tools and techniques give a false sense
What is the power of the change manager Roles: leadership, change teams,
of control, and experts tend to instead defer to
Power: relative to other stakeholders? external facilitation

their practical judgement and intuition.

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