7 Change Management Models

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Human beings are known for their ability to accept the change over time. Yet sometimes it seems very difficult to adopt the change. For your business to survive it has progressed. You need to make changes in order to grow your business. Without a change management model, the success of those changes is up to nothing more than a false hope. Sometime business that fails to change, end up failing completely.

1. Kotter’s Change Management Model
Kotter’s Change Management Model is first in the list that less focus on changes and more about the people behind it. Kotter presents the 8 steps actionable checklist to encourage new behavior’s for successful organizational change.

  • Create a sense of importance
  • Getting everyone on board
  • Building a core alliance
  • Forming a strategic vision
  • Removing hurdles and reducing roughness
  • Generating short-term wins
  • Encourage acceleration
  • Setting the changes in stone

Advantage:  Kotter CM Model is a point-to-point model that is very easy to follow and engulf. The main idea behind this model is to accept the change and ready for it rather than changing itself.

Usage:  Kotter’s CM Model is best for small businesses or talking for the IT Enterprise department this model is best for the situation where customer and stakeholders are evolving with each other because this model concern with the people behind the change and urge them to adopt the change.

2. Lewin’s Change Management Model
Lewin’s change management model is one of the easiest approaches and we can see why. By dividing the change process into three steps you can break a large block into chunks with account for both the processes and the people in your business. Lewin describes the three steps of the change management model:

Unfreeze: By realizing that your business needs to change, the first step is to “unfreeze” your current process and look at how things are done. Just analyze every step you take.

Make Changes: Once everyone is ready, it’s time to apply your changes and guide the team as they adapt. Communication, support and education are important in addressing problems as soon as they arise.

Refreeze: Once your changes have been placed, you need to “refreeze” your new status quo. This is important to any change management model everything you’ve done is pointless if old habits reappear.

Advantage:  Lewin’s CM Model is a widely used model now a days. It is very easy to use so most organizations and companies prefer this model to make major changes.

Usage:  Lewin’s CM Model is for large organizations because large organizations find it very easy to implement this model for large scale changing.

3. Nudge Theory
Nudge theory is just a theory, there’s no set change management model to be had, but instead a mindset and tactic which can be used to frame your changes in a more striking and operative manner. The basic theory is that “nudging” change along is more useful and effective than trying to impose it in a traditional way. So, instead of telling your co-workers what to do and how to change, you carve the way for them to choose to so by themselves. The theory perspective steps are as follows:

  • Clearly define your changes
  • Consider changes from your co-worker’s point of view
  • Use proof to show the best option
  • Limit barriers
  • Present the change as a choice
  • Keep morale up and short-term wins
  • Listen to feedback

Advantage:  Nudge Theory is more fancy or smart in its approach and is totally different from other ways of changing. This theory eradicates traditional means of change, such as punishment, enforcement and direct instructions. It minimizes resistance from individuals(employees) of a company and is applicable in many organizations.

Usage:  Nudge Theory or concept can be applied to attain changes in organizations and businesses. The basic core of this theory is to nudge someone (individuals or employees) and inspire them to accept the change.

4. The McKinsey Model
Instead of deep investigation and large shifts, the McKinsey Model is great for analyzing how rational your business is. If you don’t know what to do to make changes this is the change management model for you. Just looking at the 7S of your business, you will highlight the changes you need to make to create a unified approach to business.

  • Strategy
  • Structure
  • Style
  • Staff
  • Skills
  • Systems
  • Shared values

Advantage:  This model helps you to understand an organization and helps you to get insight into the way it works. All steps are equally important and worth addressing and thus does not take out some detail that may be of importance. This model provides directions for organizational change.

Usage:  McKinsey CM Model is also for organizational change for large organizations. By following the 7S organizations and industries can attain changes which are hard to accept.

5. Bridges Transition Model
This model is presented by William Bridges, this model focuses on evolution rather than change. This seems like there is no difference, but this small factor changes the entire way that change management is approached. It includes a step by step guide to foster emotional acceptance of the change. It does this by three stages of transition, each of which the co-worker must be guided through for the change to be successful

  • The neutral zone
  • Ending losing and letting go
  • The new beginning

Advantage:  This model concentrate (or focus) upon transition not on change as much. The difference between transition and change is à transition is internal while change is something that is happening to people even when they don’t realize it.

Usage:  Bridges Transition Model is for large organizations and Industries and it concentrate on transition in organization (Its employees and managers).

6. Prosci ADKAR Model
This model is presented by Jeffery Hiatt the founder of Prosci. The ADKAR change management model is a bottom up procedure which basis on the individuals behind the change. It consists of 5 basic steps

  • Awareness
  • Desire
  • Reinforcement
  • Knowledge
  • Ability

Advantage:  This model offers the ability of Identification and assessment of the reasons why changes made are not working and why desired results are not being obtained. This model helps you to break the changes into different parts and figure out where change may not be effective as planned.

Usage:  AKADAR Model is for individuals changes in an organization as the steps that are defined are followed by individuals to obtain the desire results. This model is also followed by managers to find out the various holes and gaps in the process of change.

7. Kubler-Ross Model
This model is presented by Elisabeth Kubler-Rose She was a psychiatrist who describes the 5 stages of grief. This model is based on those 5 stages of grief and allows you to deal with the emotional response of those affected by the change. Following are the grief stages

  • Depression
  • Anger
  • Denial
  • Bargaining
  • Acceptance 

Advantage:  This model help to understand personal trauma of a person. This model is widely used in worldwide on occasions when people loss their jobs or facing mental trauma.

Usage:  Kubler Ross CM Model is individual based Model. This model is applicable at the situations like loss of job, changes in work and in serious health conditions.

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Definition
Downtime is a term used to describe when a service is unavailable to its intended recipients. While downtime can be planned months in advance, it is typically not and is often a surprise.

Most downtime events are unplanned and caused by a failure or are triggered on short notice and occur as a result of an attempt to fix a service that is not performing at its optimal level.


Signs & Symptoms
Downtime is the number one cause of financial harm yet most IT leaders don't understand the signs and symptoms of an environment that experiences too much unplanned downtime.

Sure it's easy to surmise that the systems are offline more than they should be especially when management is enraged but there are legitimate signs and symptoms which will allow you to reduce the frequency and impact of unplanned outages.

  • Unauthorized Changes
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  • Low Throughput of Effective Change
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