1.2 - Introduction to Change Models

9 minutes
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Introduction to Change Models and why they need to be Organized by Purpose to make any sense of them.


Let's go ahead and jump right in now, in modeling the reality from different perspectives. And I use this image here, because when we talk about models, we're talking about a representation of reality from different perspectives, that helps us understand that reality and actually interact with it. There's a lot of confusion over organizational change models, for example, and this is a real example, that comes from a class on organizational change that I've taught in the past, the designer for the class, built in a case study and asked the student to, quote, apply one of the following change models to the case and three models represented the Qatar delusion and appreciative inquiry model. This gives him Question that all three models are in the same category with the same purpose, but in reality, they're very different. The cutter model is really a project management methodology for managing a planned change initiative.

The Lewin model is for how individuals change, not the corporation, but individuals within the corporation or the organization and as individuals change, so therefore this cumulative impact, but it's very different than managing to change initiative. And the third, appreciative inquiry is really an organization development discovery tool that is useful in the diagnostics and the sense making that is required for organizational change. This simple exercise in is asking students to select three winners different models and reality all three can be used at different places in the change process. This is why change models sometimes cause confusion, because we're mixing the models without focusing on the purpose. So let's talk about change models. A model is really two things, what is been modeled and how it has been modeled.

This is simply a representation of something that is in reality around us. We use the model to simplify our thinking so that we have a common understanding and we can talk among ourselves but also choose a model that then leads from a theory into a practice, there is an implied meaning behind the model of why it was developed and how that model is to be used. First, let's talk then about the types of models that will be needed the purpose, and then later we're going to be talking about which model would be appropriate to that need, how the models are classified by purpose. This is the representation of the change processes or the actions that might be taken in a total overview of organizational change, from understanding the change to tracking the change process. This is how I think about how you take the totality of organizational change theory and practice and somehow make some sense of how the different parts are interconnected, and how you can study the different parts of the eight different ways I can classify organizational change.

There's actually five That employ different change models. So you can see there's a great variation then of types of change models and the purpose upon which those models are employed in the overall change orientation. So change models and let's not confuse the different types of change, and we're going to be going through this repeatedly, we're going to be talking about the change project methodology. These are the types of models to manage a large change initiative. We're also then going to be talking about diagnostic models. These help identify the root problems in the organization and lead to a prescriptive response or solution.

We're going to be talking about individual change models, how people change and as people change organizations collectively change Change. There's resistance change models, the resistance and phases and transitions that people go through when they first encountered change the Gulf, to the surprise to the compliance to the commitment levels. There's also types of change. These are the route change processes that are underway, oftentimes without us even thinking about it. Other times, purposely employed by us. So these are the different change models, that change project methodology.

There's multiple courses that I teach, focusing on these models, and I'm not going to spend a lot of time in this course there. Same with the diagnostic models, many, many models there. And that's really a separate area of study. Individual change models, there's really two primary models there and I treat them separately in other courses. Similarly, the different transition models for resistance are handled in change resistance management course. So here I'm going to be talking about the broader perspective of the different change models and what is really involved in each of these different models, and spend a little bit of time in the types of change that really cuts across all change initiatives.

Think then of linked models, each with a different purpose. So when you approach a change initiative, it's not selecting one model. It's really selecting different models that work together for a common initiative, each serving a different change purpose. So change tools in these are part of the practitioners tool bank, the project methodology, the diagnostics, the individual change processes, and the resistance We also have changed classification, how a change initiative or a change process changes over time. It doesn't happen all at once things happen. And we need to think oftentimes through what needs to be put in place along that timeline.

This gets into the drivers of understanding the approach that is in place and what is needed again, back to purpose. We're also going to be talking in depth about the four core change processes. These are interconnected processes that can be thought about from different perspectives and used for different purposes. Again, the change processes at the core level, really drive the change classification, how things change over time, and the approach that is being needed. Also, as the change classification, and the different things that happen over time, we will be using different change tools in our change initiatives. So again, this is different perspectives of the model, but they're all interconnected.

Think of these as being stacked models that are also nested within each other. Think then, that you've got two practitioners in multiple courses. The change series here gets into the deeper understanding, but the main focus is going to be on the visual, the time oriented, change impact that we all go through with different change initiatives. What change models have you had experience with? What is the purpose and are you using the right models for each purpose?

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