What Are The Best Change Management Models In 2024

If you've ever been part of a team or organization undergoing a big transformation, you know it can be both exciting and challenging. That's where change management models come in handy. But what exactly are they, and how can they help make those changes smoother? 

Well, buckle up because we're about to dive into all things change management models. From understanding what they are to exploring some of the best ones out there in 2024, we've got you covered. So, whether you're a seasoned leader or just curious about how organizations handle change, stick around to learn more! Let's get started on this journey of navigating change together.

What is a Change Management Model?

A change management model is a structured approach or framework designed to guide organizations through the process of implementing change initiatives successfully. These models provide a systematic way of addressing the various aspects involved in change, such as planning, executing, and sustaining the desired transformations.

Change management models typically outline a series of steps, phases, or principles that organizations can follow to navigate the complexities of change effectively. They offer strategies and change management best practices for areas such as:

• Building awareness and creating a sense of urgency for change.

• Developing a clear vision and communicating it to stakeholders.

• Addressing resistance and managing the emotional impact of change.

• Providing training and support to enable adoption of new processes or systems.

• Monitoring progress and reinforcing the desired changes over time.

By following a proven change management model, organizations can increase their chances of achieving successful outcomes, minimizing disruptions, and fostering a culture that embraces change.

What are the best change management models in 2024?

Below is a list of 14 change management models that can be beneficial for organizations looking to navigate and implement change effectively.

1. Lewin's Change Management Model

Kurt Lewin, a renowned physicist, developed this simple yet effective change management model in the year of 1940. Lewin’s Change Management model is still widely used by organizations today, and that breaks down organizational change into three stages– unfreeze, change, and refreeze. 

You can understand this model better through the analogy of transforming an ice cube into a cone. Suppose you want to transform an ice cube into a cone, to make this transformation, you must first melt the ice to make it amenable to change, which is the "unfreeze" stage. 

In an organizational context, this stage involves identifying the need for change and preparing for it by examining current processes and determining areas for improvement.

Once the ice is melted, you can mold the water into the desired cone shape, representing the "change" stage. In an organization, this stage involves implementing the necessary changes and communicating them clearly and consistently through all relevant channels. It is crucial to involve employees in the change management process and seek their feedback to ensure a smooth transition.

After the water has been molded into the desired shape, it must be solidified or "refrozen" to maintain its new form. Similarly, in an organization, the new processes and procedures must be reinforced and solidified to ensure they become the new status quo. This stage assumes that accurate input and continuous communication were maintained throughout the "change" stage.

This change management model emphasizes the importance of breaking out of old molds and adapting to new ones, just as teams and organizations must do to achieve successful change. By following the three stages of unfreezing, changing, and refreezing, organizations can effectively navigate the complex process of change management and emerge with improved processes and a stronger, more adaptable workforce.

2. McKinsey 7-S Model

The McKinsey 7-S model was outlined in the book In Search of Excellence by McKinsey consultants Thomas J. Peters and Robert H. Waterman. Thomas J. Peters and Robert H. Waterman introduced the McKinsey 7s model at the McKinsey Consulting Business in the 1970s.

It was to assess how the many components of an organization function together. According to the 7s model, every organization needs to have these seven essential components:

Hard Elements

• Strategy 

• Structure 

• System

Soft Elements 

• Shared Values 

• Style 

• Staff 

• Skills

The 7-s model is designed to help leadership ensure the organization is set up to succeed on all fronts, and acknowledge the domino effect change often has. The model suggests these seven elements are interconnected and can help companies perform with a competitive advantage. It implies that if one element is modified, a ripple effect will impact all the others.

3. Agile Change Management

Agile Change Management is an approach that combines the principles of the Agile methodology with traditional change management practices. It emphasizes flexibility, rapid adaptation, and continuous improvement in managing organizational changes.

Organizations can use Agile Change Management to navigate complex transformations effectively. It involves breaking down change initiatives into iterative cycles, allowing for frequent feedback, adjustments, and course corrections. This approach enables organizations to respond swiftly to evolving circumstances and stakeholder needs.

Agile Change Management prioritizes collaboration, open communication, and active engagement with employees throughout the change process. It empowers teams to make decisions, fosters a culture of continuous learning, and encourages experimentation while managing risks.

By embracing Agile Change Management, organizations can enhance their ability to handle dynamic environments, foster employee buy-in, and increase the likelihood of successful change adoption. It provides a framework for proactively addressing resistance, mitigating risks, and celebrating small wins, ultimately driving sustainable organizational transformations.

4. Nudge Theory

The Nudge Theory, introduced by Richard Thaler and Cass Sunstein in their 2008 book "Nudge - Improving Decisions about Health, Wealth, and Happiness," revolves around the idea that subtle changes in the way choices are presented can significantly influence people's behavior and decision-making.

The concept of a "nudge" refers to the notion that small, carefully designed interventions can gently steer individuals towards making better choices. These nudges aim to leverage our understanding of human psychology and decision-making biases to encourage desirable behaviors.

The Nudge Theory is particularly valuable in organizational settings, where it can be used as a change management model. Instead of simply imposing new policies or directives on employees, nudge theory advocates for a more participatory and persuasive approach. It involves considering the change from the employees' perspective, presenting it in a way that highlights the benefits for them, and framing it as a recommendation rather than a command.

The Nudge Theory is particularly well-suited for businesses seeking to promote behavioral changes among employees or customers in areas such as health and safety initiatives, sustainability programs, or any context where voluntary adoption of new practices or habits is desirable.

However, it's worth noting that the Nudge Theory is often most effective when used in conjunction with other change management models or frameworks, as it primarily addresses the aspect of influencing individual decision-making rather than providing a comprehensive roadmap for organizational transformation.

5. The ADKAR Change Management Model

The ADKAR Model, developed by Jeff Hiatt, founder of Prosci, provides a structured framework for managing organizational change effectively. It outlines five key goals that should be addressed sequentially to facilitate successful change implementation.

• Awareness

• Desire

• Knowledge

• Ability

• Reinforcement

The first goal is Awareness - ensuring that everyone in the organization understands the need for change and the reasons behind it. This lays the foundation for building Desire, the second goal, which involves making a compelling case for the change, so that stakeholders and employees want to embrace it.

Once awareness and desire are established, the focus shifts to Knowledge - providing individuals with the necessary information and training to understand how to execute their roles in the change process. The fourth goal, Ability, builds upon this by ensuring that employees have the required skills and capabilities to successfully implement the change.

The final goal, Reinforcement, is crucial for sustaining the change over the long term. It involves continuous efforts to reinforce the new behaviors, processes, or systems, and address any potential backsliding or resistance that may emerge.

Businesses undergoing significant technology implementations, process changes, or other transformations that require widespread adoption and behavioral shifts can benefit greatly from the ADKAR Model. It helps leaders identify and address individual barriers to change, ensuring successful adoption and sustained impact.

6. Kübler-Ross Change Curve

The Kübler-Ross Change Curve Model provides a useful framework for understanding the emotional journey individuals often experience when faced with significant change or loss. Originally developed by psychiatrist Elisabeth Kübler-Ross to describe the five stages of grief, this model has been adapted to explain the typical reactions employees might exhibit during organizational change initiatives.

The stages of the Kübler-Ross Change Curve are:

• Shock: Employees are initially surprised and caught off-guard by the change.

• Denial: They may refuse to acknowledge or believe the change is happening.

• Frustration: As reality sets in, employees become resentful and resistant to the change.

• Depression: A sense of demotivation and low morale may set in.

• Experiment: Employees gradually begin to engage with the new processes or systems.

• Decision: They become more comfortable with the change and adapt their work approaches.

• Integration: The change is fully accepted and integrated into daily work life.

While the model doesn't offer a comprehensive framework for initiating organizational change, it provides valuable insights into the psychological responses employees may exhibit. The Kübler-Ross Change Curve is particularly beneficial for businesses undergoing major organizational transformations, downsizing initiatives, or significant process overhauls. It equips leaders with the knowledge to anticipate and manage employees' emotional reactions, foster resilience, and ultimately achieve greater acceptance and adoption of the change.

7. Bridges’ Transition Model

The Bridges' Transition Model, developed by change consultant William Bridges, offers a human-centered approach to managing organizational change. It focuses on the personal journey individuals undertake during periods of transition, recognizing that change can be a challenging and emotional process. The model outlines three distinct stages:

1. Ending, Losing, and Letting Go:

• This initial stage involves acknowledging and accepting the ending of the old way.

• Employees may experience resistance, uncertainty, and a sense of loss.

• It's crucial to validate these emotions and provide support during this phase.

2. The Neutral Zone:

• This in-between phase represents a period of limbo and uncertainty.

• Employees are caught between letting go of the old and fully embracing the new.

• It's a time of transition, where creativity and innovation can thrive if managed effectively.

3. The New Beginning: 

• In this final stage, employees have processed the change and are ready to adopt the new ways.

• There is a sense of acceptance, energy, and commitment to the future state.

• Reinforcement and celebration of successes are key to solidifying the transition.

The Bridges' Transition Model differs from other change management frameworks in its specific focus on the emotional and psychological aspects of change. Key strengths include:

• Recognizing change as a personal journey, not just an organizational event.

• Emphasizing the importance of acknowledging and managing emotional reactions.

• Providing a roadmap for guiding individuals through the transition process.

This model is particularly beneficial for businesses undergoing significant transformations that impact employees' roles, processes, or work environments. By anticipating and addressing the emotional challenges, organizations can foster greater acceptance, resilience, and commitment to the change initiative.

7. Bridges’ Transition Model

The Bridges' Transition Model, developed by change consultant William Bridges, offers a human-centered approach to managing organizational change. It focuses on the personal journey individuals undertake during periods of transition, recognizing that change can be a challenging and emotional process. The model outlines three distinct stages:

1. Ending, Losing, and Letting Go:

• This initial stage involves acknowledging and accepting the ending of the old way.

• Employees may experience resistance, uncertainty, and a sense of loss.

• It's crucial to validate these emotions and provide support during this phase.

2. The Neutral Zone:

• This in-between phase represents a period of limbo and uncertainty.

• Employees are caught between letting go of the old and fully embracing the new.

• It's a time of transition, where creativity and innovation can thrive if managed effectively.

3. The New Beginning: 

• In this final stage, employees have processed the change and are ready to adopt the new ways.

• There is a sense of acceptance, energy, and commitment to the future state.

• Reinforcement and celebration of successes are key to solidifying the transition.

The Bridges' Transition Model differs from other change management frameworks in its specific focus on the emotional and psychological aspects of change. Key strengths include:

• Recognizing change as a personal journey, not just an organizational event.

• Emphasizing the importance of acknowledging and managing emotional reactions.

• Providing a roadmap for guiding individuals through the transition process.

This model is particularly beneficial for businesses undergoing significant transformations that impact employees' roles, processes, or work environments. By anticipating and addressing the emotional challenges, organizations can foster greater acceptance, resilience, and commitment to the change initiative.

8. Satir Change Model

The Satir Change Model, inspired by the work of Virginia Satir, provides a framework for understanding the emotional and performance dynamics that employees may experience during organizational change initiatives. Similar to the Kübler-Ross model, it outlines five distinct phases that individuals often navigate through:

1. Late Status Quo:

• Employees understand current expectations but may question productivity requirements.

• There is a sense of complacency or dissatisfaction with the status quo.

2. Resistance:

• When change is first introduced, resistance and skepticism are common reactions.

• Productivity may initially decrease as employees grapple with the proposed changes.

3. Chaos:

• This phase represents the lowest point in terms of productivity and emotional toll.

• Employees may feel overwhelmed, confused, and struggle to adapt to the changes.

• Providing support and clear communication is crucial during this chaotic period.

4. Integration:

• As employees begin to see the value and benefits of the change, productivity starts to improve.

• They gradually integrate the new processes or systems into their work routines.

5. New Status Quo:

• The change is fully accepted and integrated into daily work life.

• Productivity stabilizes, ideally at a higher level than the initial status quo.

While the Satir Change Model does not provide a comprehensive change management framework, it offers valuable insights into anticipating and responding to the performance impacts of organizational changes. 

9. Kotter’s 8-Step Theory

Kotter's Theory, developed by the renowned change management expert John P. Kotter, offers a comprehensive and actionable framework for organizations seeking to implement transformative changes successfully. This eight-step process recognizes that organizational change is not just a logistical exercise but a complex undertaking that involves navigating the psychological and behavioral aspects of human resistance to change.

The eight steps of Kotter's Theory are:

1. Create a Sense of Urgency

2. Build a Guiding Coalition

3. Form a Strategic Vision

4. Communicate the Vision

5. Remove Obstacles

6. Celebrate Short-Term Wins

7. Maintain Momentum

8. Anchor the Changes

The theory begins by emphasizing the importance of creating a sense of urgency within the organization, helping employees understand the compelling reasons for change and the risks of maintaining the status quo. This sense of urgency serves as a catalyst for change, motivating individuals to embrace the need for transformation. Kotter then recommends assembling a coalition of influential leaders and advocates who can champion the change effort, lending credibility and authority to the initiative.

Businesses should consider adopting Kotter's Theory as a change management model because it offers a comprehensive and structured approach to navigating the complexities of organizational transformation. By addressing the psychological and behavioral aspects of change, this theory equips leaders with a roadmap for effectively engaging and aligning employees throughout the change journey. Its emphasis on creating urgency, building coalitions, communicating effectively, and celebrating milestones increases the likelihood of successful adoption and long-term sustainability of the desired changes.

10. Maurer 3 Levels of Resistance and Change Model

This change management model, developed by author Rick Maurer, focuses specifically on addressing the different mindsets and levels of resistance that employees may experience during organizational change initiatives. The three levels of resistance are:

• "I don't get it" — Employees lack sufficient information or understanding about the changes and their reasons.

• "I don't like it"— Employees experience emotional resistance, often driven by fear or apprehension about the proposed changes.

• "I don't like you"— Employees may distrust or dislike the individuals or leaders driving the change, regardless of the change's merits.

Maurer's model emphasizes the importance of open communication, sharing evidence to build confidence, and actively listening to employees' concerns in order to overcome these different levels of resistance effectively.

11. Deming Cycle (PDCA)

Also known as the Plan-Do-Study-Act (PDSA) Cycle, this change management model is based on the work of W. Edward Deming and Walter Shewhart. It promotes a continuous process of optimization and improvement through a iterative four-step cycle:

• Plan - Identify areas for change and develop a plan of action.

• Do - Implement the change plan on a small scale or pilot basis.

• Study - Analyze the results, evaluating what worked and what didn't.

• Act - Based on the analysis, take appropriate actions to refine or standardize the changes.

The PDSA Cycle is a practical tool for continuous improvement and can be integrated into various stages of a larger change management framework.

12. LaMarsh Change Management Model

Developed by Brenda LaMarsh, this model focuses on proactive risk mitigation during the adoption and acceptance of new processes. It involves a five-step framework:

• Initiate the change - Establish clear objectives for the change.

• Identify risks - Evaluate potential barriers to employee acceptance and adoption.

• Implementation phase - Follow an action plan designed to minimize resistance and foster acceptance.

• Achieve results - Measure outcomes against initial objectives, and continue risk identification and adjustment.

• Sustain outcomes - Support processes to maintain and reinforce the changes over the long term.

The LaMarsh model emphasizes identifying and addressing risks early on, as well as ensuring that all affected employees understand the purpose and implementation of the change.

13. John M.Fisher Change Management Model

This model, developed by John M. Fisher, examines the personal transition stages that individuals go through during organizational change. It helps managers understand and support employees' emotional journeys by identifying which stage they are in and providing appropriate tools to progress to the next stage.

The model outlines 12 potential emotional stages employees may experience, such as anxiety, happiness, threat, fear, anger, guilt, despair, hostility, acceptance, moving forward, denial, and disillusionment. The key principle is that individuals may experience these emotions differently, and managers must tailor their approach accordingly.

14. Kaizen Change Management Model

Kaizen is a Japanese philosophy that emphasizes continuous improvement through small, incremental changes. In the context of change management, the Kaizen model promotes the idea that ongoing, gradual changes are more effective and sustainable than infrequent, large-scale transformations.

The model is based on 10 principles, including letting go of assumptions, proactive problem-solving, rejecting the status quo, embracing iterative change, empowering all employees to contribute, seeking root causes, gathering diverse opinions, and never stopping the process of improvement.

The Kaizen approach fosters a culture of collaboration, where all employees work together continuously to drive small but comprehensive improvements, leading to long-term organizational growth and development.

How to Select a Change Management Framework

Choosing the right change management framework is crucial for the success of your organizational transformation initiatives. The approach you take should align with the specific type and scale of the change you're undertaking. For instance, if you're dealing with a cultural shift that aims to transform values, behaviors, and mindsets, frameworks like the Kübler-Ross Change Curve, Satir Model, ADKAR, or Bridges' Transition Model could be highly effective. These models excel at addressing the emotional side of change, helping you manage and support employees through the personal transitions they'll experience.

On the other hand, if you're facing a structural overhaul, such as a reorganization, merger, or new system implementation, it's often best to combine cultural change models with more action-oriented frameworks like Kotter's 8-step Theory, Lewin's 3-stage Model, or the PDSA cycle. These provide a structured, step-by-step approach to planning and executing the logistical aspects of the change while still accounting for the human element.

For procedural changes, like updating processes, policies, or workflows, models like the McKinsey 7-S, PDSA Cycle, Kotter's Theory, or Lewin's Model can help you thoroughly evaluate your current state and map out the necessary adjustments. Additionally, the scale and scope of the change should influence your framework selection. Large-scale, enterprise-wide transformations may warrant comprehensive approaches like Kotter's or Lewin's, while smaller, localized changes could benefit from leaner models like the PDSA cycle or Kaizen's continuous improvement philosophy.

It's also crucial to consider your organization's culture and readiness for change. If you anticipate significant resistance, models that prioritize addressing emotional barriers, like Kübler-Ross, Satir, or Maurer's 3 Levels of Resistance, can be invaluable. Conversely, if your organization has a history of successful transformations and an open mindset toward change, more structured, action-oriented models may be a better fit.