There are many tools and techniques available to implement organizational change. You might have heard of a model here, a framework there, or even just a methodology. For simplicity, we call all these approaches “frameworks” throughout the course.
So, what is a change management framework?
In this course, by “framework,” we mean a systematic approach that provides:
a methodology to manage change within the business.
Or:
a structured approach to generate insights and a change plan.
Or:
a set of guidelines or instructions to help you successfully lead change.
Why should I use a framework?
You don’t have to use a framework, but I will spare you stories of failed change projects in which no framework was used. A structured approach can bring many advantages, such as:
Increased chances of successful change
Providing a compass to navigate transitions
Having a visual representation to introduce the change
Helping to connect to the purpose of change
Okay, you’ve won me over! Which framework should I choose then?
During this course, we’ll look at the Kübler-Ross model, the ADKAR framework, the Kotter eight-step plan, and the McKinsey model. But there is no right or wrong answer when picking a framework, since they usually cover the same key issues. Some frameworks are more people-focused while others are more process-focused, but most overlap in some aspects.
Opt for the one that works best for you and your organization. You can pick one you are familiar with, or just stick to the one that’s already in use in your organization.
If needed, you can combine elements of the frameworks to suit your needs. It’s important to communicate your final choice and preferably stick with it for future projects, so people don’t need to adapt to a new approach when confronted with change in the future.
Framework | Focus | Strong points |
Kübler-Ross model (1969) | People- focused |
|
Prosci ADKAR model (1996) | People-focused |
|
Kotter eight-step plan (1996) | Project-focused |
|
McKinsey Model (early 1980s) | Project-focused |
|
My personal preferences are ADKAR and Kotter. Both are well known, rather straightforward to use, and require employee involvement to help to connect and empower change. However, Kübler-Ross might be a great choice if you are dealing with a lot of tension among employees and want to focus on the feelings around change. McKinsey is quite complex, but is a good fit if you want to focus more on your business goals.
Let’s Recap!
There are many change frameworks, models, and methodologies available.
Using a framework increases the chances of successful change.
Choose a framework that works best for you and your organization.
Consider size, complexity, and structure of change when selecting a framework.
Leadership competencies are needed to manage and drive change.
Great! Now you’ve discovered what a framework is and have an idea of when to choose one, you’re surely eager to delve a bit deeper. In the next chapter, we go into the details of what the four selected candidates have to offer.
