The Ultimate Cheat Sheet On
CHANGE MANAGEMENT
©Sean McPheat
Bridges Transitions ADKAR Lewin Freeze Un Freeze
The Bridges Transitions Model The ADKAR Model focuses on individual Lewin's Freeze-Unfreeze Model
emphasises the emotional transitions change through five stages: Awareness, describes the three phases of change:
individuals undergo during change: Desire, Knowledge, Ability, and Unfreeze, Change, and Refreeze, guiding
Ending, Neutral Zone, and New Reinforcement, supporting effective organisations in implementing and
Beginning, aiding leaders in managing change management and sustainable stabilising new processes or behaviours
the human side of change. organisational transformation. effectively.
BRIDGES ADKAR-CHANGE LEWIN’S THREE STAGE
TRANSITION MODEL MANAGEMENT MODEL CHANGE PROCESS
Uncertainty Commitment PRE-CONTEMPLATION CONTEMPLATION PREPARATION ACTION MAINTENANCE
A D K A R
Excitement Accomplishement UNFREEZING CHANGING REFREEZING
Creativity High Energy “Readiness to change” “Implementation” “Making it stick”
Anticipation Learning
Educate (Everyone Praise Set performance
understands) Encouragement indicators
TRANSITION AWARENESS DESIRE KNOWLEDGE ACTION REINFORCEMENT Inform (What, Why, Recognition & Empathy Monitor & evaluate
What is and isn’t Communicate the Learn new Employ a suitable When, How) Coach performances
ZONE
Engage a scrum
NEW working in my benefits of technical skills governance coach Consult (Seek views & Train Establish systems to
ENDING
organisation adoption of Scrum Learn to think as a framework Identify champions
ideas, allows thinking Lead make it happen
Anxiety BEGINNING What are my Build momentum team Training in the Share scrum
time, use others' ideas) Manage Establish controls to
options Address fears Learning how to basics experiences
Confusion Plan (Objectives, Help & guidance check its happening
Resistance Communicate that time box Start small Learn from early
Frustration Relief there is a problem Share information Don’t do it by mistakes resources, time-scales, Regular Feedback Rewards for new
Focus attention on Set reasonable stealth
Reservation Unsure measures, budgets) Provide adequate behaviour
the most important targets Adjust processes
reasons to change that touch the
Organise (work plans) resources Sanction (or lack of
Denial Confusion Ambivalence Scrum teams Appoint (Leaders, reward) for old
managers, teams) behaviour
ENABLEMENT ZONE ENGAGEMENT ZONE A period of relative
Skepticism Exploration stability (consolidate)
Source: Bridges Transition Model Source: Jeff Hiatt ADKAR-Change Management Model Source: Kurt Lewin’s Model of Change
Kotter’s 8-Steps Kubler-Ross Satir Change Model
Kotter's 8-Step Change Model provides The Kubler-Ross Change Curve outlines The Satir Change Model highlights the
a structured approach to change, the stages of grief: Shock, Denial, emotional impacts of change through
including steps like Urgency, Coalition, Frustration, Depression, Experiment, stages: Late Status Quo, Resistance,
Vision, Communicate, Empower, Short- Decision and Integration, helping Chaos, Integration, and New Status
term Wins, Build, and Anchor, ensuring individuals understand and navigate Quo, helping individuals adapt and grow
successful transformation. change. through change.
KOTTER’S 8 STEP PROCESS KUBLER-ROSS THE SATIR
CHANGE CURVE CHANGE MODEL
CREATE
a sense of urgency by LATE STATUS QUO
demonstrating the Comfortable with the current state, but
Denial
INSTITUTE benefit of the change BUILD Integration
happening quickly. Surprise or shock underlying issues may exist unnoticed.
Change by anchoring a guiding coalition
the new approaches with the power and at the event Changes
in the culture to energy to lead and integrated; a RESISTANCE
ensure sustainability. support the change. renewed individual
Morale and competence
Encounter initial resistance as people fear
Frustration
the unknown and cling to the familiar.
SUSTAIN KOTTER’S FORM
Recognition that
things are different;
Decision
Learning how to work CHAOS
8-STEP
Acceleration by a strategic vision and
sometimes angry
consolidating gains and initiatives to guide the in the new sitation;
Experience disruption and confusion as old
producing more change to change efforts and feeling more positive
Shock patterns break down and new ones emerge.
PROCESS
avoid losing momentum. inspire others.
Surprise or shock
at the event
INTEGRATION
GENERATE ENLIST Experiment
Adopt and integrate new approaches,
Short-term wins to a volunteer army of Initial engagement
build momentum and people who are
learning and adjusting to the change.
with the new situation
show that the effort is ENABLE committed to driving
producing results.
Action by removing the change forward. Shock
NEW STATUS QUO
obstacles and Low mood;
empowering others Stabilise into a new, improved state with
to act on the vision.
lacking in energy
increased competence and confidence.
Time
Source: Dr. John Kotter’s 8-Step Process for Leading Change Source: Kubler-Ross Change Curve Source: The Satir Change Model
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