CHANGE

MANAGEMENT
MODELS
 • By Kurt Lewin in
LEWIN’S 1940s
• Based on three main
CHANGE
stages:
MANAGEMEN Unfreeze
T MODEL Change and
Refreeze
 1 . Unfreeze:
• This is the first stage of the model, and
it deals with preparing the organization
for the upcoming change.
• The goal is to create an understanding
that change is necessary and to
STEPS prepare the organization to move away
from its current state.
• This involves challenging the existing
beliefs and values and shaking up the
current equilibrium state.
• This stage can be quite uncomfortable
and even threatening for some people.
 2. Change
This is the transition stage where the
actual changes take place.
It's when the organization starts to
believe and act in ways that support
STEPS the new direction.
The transition from unfreeze to change
does not happen overnight: People
take time to embrace the new direction
and participate proactively in the
change.
A lot of support and leadership is necessary
during this stage.
 3. Refreeze:
 This is the final stage of the model where the changes are
accepted and become the new norm.
 People form new connections and are comfortable with their
routines.
 This is essentially the establishment of stability once the
changes have been accepted, incorporated, and
implemented.
 It's the 'refreezing' of the organization to establish stability
after the uncertainty of change.
 The model uses the analogy of changing the shape of a block
of ice to help explain how change is a process.
 This model provides a structured approach to implementing
and managing change.
 Systems in an Organization: The model can
guide the transformation of organizational
processes, structures, and systems. This
could involve implementing a new
technology system or restructuring an
Applicati organization.
on of • Changing the Culture of an Organization:
Lewin's model can help in shifting the
the culture of an organization. This might
model involve changing the way a product is
marketed or altering the company's
mission, vision, and core values.
• Changing the Technology Used: The model
can guide the process of adopting new
technology. This could involve transitioning
 1. Simplicity: The model is easy to understand
and logical when implemented. It provides a
clear and straightforward framework for
managing change.
2. Comprehensive: It covers all the necessary
Merit stages of change - from preparation to
implementation and then solidification of the
s new state.
3. Focus on People: The model considers the
human aspect of change, recognizing that
change can be an unsettling process for people.
4. Flexibility: The model can be applied to a
wide range of situations, from organizational
change to personal behavior modification.
 1. Oversimplification: Critics argue that
the model oversimplifies the change
process. Change is often not a linear
Dime process and can be more complex and
rits chaotic.
2. Lack of Practical Details: The model
provides a high-level view of change but
lacks detailed techniques or steps for
managing change.
3. Resistance to Change: The model
assumes that people will resist change,
 McKinsey 7s Model

Developed by Tom Peters,

Robert Waterman,
Richard Pascale, and
Anthony Athos
 Introduction
• The framework was named after
McKinsey & Company, the
consulting firm where Peters
and Waterman were working
when they published their ideas.
• The model was first introduced
in their book “In Search of
Excellence “ and has since
become a widely used tool in
organizational analysis and
management.
Theme/focus

• The main theme or focus of the model

is that it strives to depict how change
leaders can effectively manage
organizational change through the
interactions of the seven key elements;
structure, strategy, systems, shared
values, skills, style and staff.
 HARD ELEMENTS
• Strategy- it is a plan that many
organizations create for a successful
change implementation and gain
competitive advantage.
• Structures- it is where there is a strong
chain of command that helps to avoid chaos
and confusion amongst employers. For
example; in hierarchical structure, direct
decisions are highly-concentrated at the
top-level management unlike a
decentralized structure.
• Systems- described as the formal or
informal procedures, processes and routines
that outline how the work gets done. This
include; IT systems or communication.
 SOFT ELEMENTS

Shared values- it refers to the core values that shapes the

organizational culture and aids in a successful change
implementation. Organizations expect a certain behavior from
their employees. For example; Respect, teamwork.
Style- leadership approach and that of organizational culture influences the success of change
implementation. It outlines the management style or the way leaders interact with employees.

Skills- refers to the capabilities or competencies that are within an organization. This
can be explained in terms of talents and certain expertise an employee possesses.

Staff- refers to the workforce that exist within the organization and it
includes their demographics, skills and performance.
 APPLICATIONS
• Organizational Change: Aligns various
organizational aspects to manage change
effectively.
• Strategy Implementation: Ensures strategy
alignment with internal elements (e.g.,
structure).
• Performance Improvement: Addresses
incompatibility across the 7-S factors for better
performance.
• Operational Efficiency: Identifies
inefficiencies and enhances alignment in
processes, systems, skills, and structure.
• Leadership Transition: Supports new leaders
in aligning their vision with organizational
elements like skills and training.
 LIMITATIONS
• Not Prescriptive: Lacks specific
guidance on implementing changes.
• Assumes Stability: Assumes
organizations are stable, which may not
be true in rapidly changing industries.
• Lack of Prioritization: Does not
indicate where to focus improvements.
• Interdependence Complexity:
Changes in one element can positively
or negatively affect others due to their
inter-dependence.
• Time-Consuming: Requires extensive
data collection and analysis, making
decision-making slower.
 MAURER 3 LEVELS OF RESISTANCE
CHANGE MODEL
The Maurer 3 Levels of Resistance and
Change Model was developed by Rick Maurer
in 2000’s.
 The main focus of the Maurer 3 Levels of
Resistance and Change Model is to identify
and address the different levels of resistance
that individuals and groups may exhibit in
response to organizational change.
The model aims to provide a clear framework
for understanding the underlying reasons for
resistance and strategies for overcoming it.
 STEPS IN THE MODEL
Level 1: "I don't get it." (Cognitive
Resistance)
• Characteristics: Lack of understanding or
information.
• People don't understand the change, its purpose,
or its benefits.
• Strategy to Overcome: Provide clear,
consistent, and comprehensive information.
• Educate and communicate effectively to ensure
that everyone understands the rationale behind
the change.
 STEPS IN THE MODEL Contd-----
Level 2: "I don't like it." (Emotional
Resistance)
• Characteristics: Emotional reaction to the
change.
• Fear, anxiety, and discomfort due to potential
losses, uncertainties, or perceived threats.
• Strategy to Overcome: Address emotions and
feelings.
• Acknowledge and empathize with concerns.
• Engage in active listening and provide support to
help people feel more secure and valued during
 STEPS IN THE MODEL Contd--
Level 3: "I don't like you." (Relationship
Resistance)
• Characteristics: Distrust or dislike towards the
people initiating or leading the change.
• This level of resistance is based on interpersonal
relationships and may involve a lack of credibility
or respect.
• Strategy to Overcome: Build trust and
strengthen relationships.
• Ensure transparency, involve key stakeholders in
the planning process, and demonstrate respect
 Application of the Model
The Maurer 3 Levels of Resistance and Change
Model can be applied in various contexts where
organizational change is taking place. This includes:
• Corporate restructuring
• Implementing new technologies or systems
• Mergers and acquisitions
• Changes in management or leadership
• Cultural transformations within an organization
• Any scenario where significant changes are
introduced and may face resistance from
employees or stakeholders
 Demerits of the Model

1. Simplicity: While it's easy to understand and apply, it may not

capture the complexity of resistance in large.
2. Focus on Resistance: The model primarily focuses on
resistance, potentially overlooking proactive strategies for
fostering positive acceptance and enthusiasm for change.
3. Emphasis on Interpersonal Dynamics: The model may not
adequately address structural, procedural, or systemic issues
that contribute to resistance.
4. Cultural Considerations: The model may not fully account
for cultural differences in how resistance is expressed and
managed.
5. Reactive Approach: The model is more reactive in nature,
addressing resistance after it arises rather than emphasizing
preventive measures to minimize resistance.
 DEMING CYCLE OR PDCA CYCLE
MODEL
The PDCA Cycle, also known as the
Deming Cycle, was developed in the
1950s by Dr. W. Edwards Deming, a
renowned quality management
expert.
Plan, Do, Check, Act
The main focus of the model is to
systematically plan, execute,
 STEPS IN THE MODEL

The Deming Cycle focuses on continuous improvement by

emphasizing four key stages: Plan, Do, Check, and Act.
1. Plan: In this stage, you set objectives and goals, as well as plan the
processes and activities needed to achieve them. This involves identifying
problems, analyzing data, and coming up with strategies to address them.
2. Do: Once you have a plan, you implement it by carrying out the
activities and processes as per the plan. This stage involves executing the
plan, putting it into action, and making sure everything is done according to
the established procedures.
3. Check: In this stage, you assess and monitor the results of the
implemented plan. You collect data, measure performance, and compare it
against the objectives set in the planning stage. This helps in
understanding whether the plan is effective and achieving the desired
results.
4. Act: Based on the findings from the checking stage, you take corrective
actions or make improvements to the processes. This involves making
necessary adjustments to the plan, addressing any issues or deviations,
 Application
• The Deming Cycle, can be applied in
various contexts and industries.
• Here are some common areas where
the PDCA cycle can be used:
 Quality improvement
Project management
Problem-solving
Process improvement
 THE SHORT- COMINGS OF THE MODEL
 Lack of emphasis on innovation: The PDCA cycle is focused on
incremental improvements and problem-solving, but it may not
encourage or prioritize innovation.
 Limited scope: The PDCA cycle typically focuses on individual
processes or projects, which may result in a narrow view of
improvement opportunities.
 Heavy reliance on data: PDCA relies heavily on data collection
and analysis to drive decision-making.
 Linear approach: The PDCA cycle follows a linear sequence of
steps (Plan-Do-Check-Act), which may not be suitable for complex
or dynamic situations that require iterative and adaptive
approaches.
 Lack of employee engagement: PDCA can sometimes be seen
as a top-down approach, where improvement initiatives are driven
by management without sufficient involvement or engagement of
THE ADKAR CHANGE
MANAGEMENT model
Background.

• It was developed in the year

2003 by Jeff Haitt.

• The word ADKAR is an

acryonym for Awareness,
Desire, Knowledge, Ability
and Reinforcement.

• These are basically the

 Awareness
• This involves making individuals aware of the
need for change. It addresses why the change is
necessary and the risks of not changing.
• It ensures that people understand the reasons
behind the change and its importance to the
organization.
• Example : Communication plans, presentations,
newsletters, and meetings to explain the change
and its benefits.
 Desire
• This involves fostering a willingness or desire
among individuals to participate in and support
the change. It addresses personal motivation.
• It usually encourages individuals to engage with
the change process actively.
• An example is when incentive programs,
involvement in the change process, addressing
personal concerns, and creating a vision for the
future that appeals to individuals.
 Knowledge
• This involves providing individuals with the
information, training, and education they need
to know how to change.
• It ensures that individuals understand how to
change and have the necessary skills and
knowledge.
• Example: Training sessions, workshops, e-
learning courses, and providing access to
resources and information.
 Ability
• It involves ensuring that individuals have
the capability to implement the change.
• It focuses on translating knowledge into
action.
• It makes sure that individuals can perform
the required skills and behaviors effectively.
• Example : On-the-job training, coaching,
mentoring, and practice opportunities.
 Reinforcement
• It involves ensuring that the changes are
sustained over time.
• It focuses on reinforcing and maintaining
the change to prevent regression.
• It ensures that the changes stick and are
integrated into the organizational culture.
• Example: Feedback systems, performance
reviews, rewards and recognition programs,
and continuous support and
encouragement.
 Merits
• Simplicity: The model is straightforward and easy to understand,
making it accessible to all levels of an organization.
• Focus on individuals: Emphasizes individual change, recognizing
that organizational change is the sum of individual transitions
• Structured Approach: Provides a clear, step-by-step framework
for managing change.
• Comprehensive coverage: Covers all essential elements of
change management, from awareness to reinforcement.
• Measurability: Allows for targeted interventions where needed,
improving the overall effectiveness of the change process
 Demerits

• Linear approach: The model assumes a linear progression

through the stages, which may not always reflect the
complexities of change in real life.
• Individual focus: While focusing on individuals is a strength, it
might overlook the broader organizational and cultural aspects of
change.
• Resource intensive: Implementing each stage thoroughly can
require significant time, effort, and resources.
• Dependent on leadership support: Success heavily relies on
active and consistent support from leadership.
• Potential for oversimplification: The model's simplicity, while
a strength, might lead to oversimplification of complex change
SATIR CHANGE
MODEL
 Satir Change Model
• The Satir change model outlines four different phases individuals usually
go through in response to change.
• The stages are: the late status quo, resistance, period of chaos,
integration and the new status quo.
• A fifth phase, termed the new status quo, signifies the culmination of
successful integration.
•Overview of the Model

•The five stages of Satir Change Model consist are:

[Link] Status Quo:This is the initial phase, individuals/groups keeping
their current state of leaving, even if it is not the best.
 The main characteristics of the stage is: routine, familiarity, and
resistance to change.
 At this stage individual feel secure because they understand and can
predict what is in their environment.
2. Foreign Element: This stage introduces a new factor/event that
changes the status quo.
 The new element that is introduced can be anything from a different
policy, a life experience, or a piece of information that challenges
existing ways things are done.
 The introduction of this new element creates an initial discomfort and
uncertainty to the individuals.
[Link]: When the foreign element disrupts the status quo, individuals and groups enter
the chaos phase.
 This stages main characteristic is confusion, anxiety, and disorganization.
 The old ways of thinking and acting are questioned, but new strategies have not yet been
fully adopted.
 The emotional reactions can be heavy, including fear, resistance, and frustration.
4. Transforming Idea: During this transforming idea phase, a different idea and strategy is
introduced, with a way out of chaos.
 The transforming idea creates a different perspective and way to approach that can bring in
the foreign element into a new status quo.
 The individuals at this stage begin to see the potential benefits of the change and begin to
accept their attitudes.
5. Integration and Practice: In the final stage, the idea that was recently introduced is
accepted into everyday life.
 Individuals or groups are actively participating in the new ways of thinking/acting, and it is
done till it becomes the normal.
 Eventually things settle and the status quo is stable.
 At this point change is 100% assimilated.
 Applications of the Model

 Therapy: The therapist can use it to help

their patient navigate their life problems
 Organizational Change: It can be used by
leaders to help guide them through different
situations that come up during organizational
change
 Education: It helps students adapt to new
environments and other critical situations.
 Merits of the Model

 Holistic Approach: Through the

consideration of both cognitive and affective
dimensions of change, the model offers a
thorough framework for comprehending and
navigating transitions.
 Emotional Validation: By recognizing and
validating people’s emotions it helps them
feel good and understood, helping them
adapt better to change
•
 Conclusion

• The Satir Change Model provides important

information about the emotional and psychological
side of individuals which helps you better understand
them, and their reactions to change.
• Once you understand these dynamics, individuals
and organizations can go through change much
faster, by avoiding hurdles that usually plague
others.
• The model helps you understand that positive change
comes from understanding the mind of the person.
 Kotter’s 8 Steps Model

Kotter’s 8 step model was developed by

Professor John Kottler of Harvard Business
School in 1996
 Main focus of the model

Through this model, Kotter invites organizations to embrace

change not as a disruptive force but as an opportunity for
growth and evolution.
With its emphasis on communication, empowerment, and
strategic alignment, Kotter’s model is more than just a
framework; it’s a philosophy—a testament to the power of
leadership and collaboration in shaping the future of
organizations.
• As businesses grapple with the ever-accelerating pace of
change, Kotter’s 8-step theory remains a timeless guide,
offering solace and direction in the face of uncertainty. It’s a
blueprint for transformation, a manifesto for resilience, and
a testament to the enduring power of human ingenuity in
shaping the destiny of organizations.
 The 8 steps
Create a sense of urgency. Highlight the importance of change to
1.
spark motivation among employees. This involves identifying potential
threats and developing scenarios showing what could happen in the
future. This will inspire people to act with passion and purpose.
2. Form a guiding coalition. Assemble a group with enough power to
lead the change effort. The group should be encouraged to work
together as a team. The coalition will guide, coordinate, and
communicate its activities to the organization throughout the change
process.
[Link] a vision for change. Clarify how the future will differ from
the past and get buy-in for how to make that future a reality through
initiatives linked directly to the vision. This step will involve creating
strategies that will help achieve the vision.
[Link] the vision. Ensure as many people as possible
understand and accept the vision. Use any means possible to
communicate the new vision and strategies. This will promote active
 The 8 Steps Contd---
[Link] obstacles. Get rid of/minimize the barriers that slow
things down or create roadblocks to progress. Change systems or
structures that seriously undermine the vision and encourage risk-
taking and non-traditional ideas, activities, and actions.
[Link] short-term wins. Milestones should often be recognized,
collected, and communicated to track progress and motivate
employees to persist. Rewards can be given to people who help
achieve these wins.
[Link] on the change. Use increased credibility to change systems,
structures, and policies that don't align with the vision. Hire, promote,
and develop employees who can implement the vision. Be relentless
with initiating change after change until the vision is a reality.
[Link] the changes in corporate culture. Embed the change
into the organization's values and practices to ensure long-term
sustainability. Evaluate systems and processes to ensure
management practices reinforce the new behaviours, mind-sets, and
 Application
[Link]: In the business world, Kotter’s theory is often used to
guide organizations through changes such as mergers,
reorganizations, or shifts in company culture. By following the steps,
businesses can effectively communicate changes, engage
employees, and achieve successful outcomes.
[Link]-profits:Non-profit organizations can benefit from Kotter’s
theory when implementing strategic changes, fundraising initiatives,
or program restructuring. The steps help non-profits align their
teams, communicate their mission effectively, and drive positive
impact within their communities.
[Link] projects: Even on a smaller scale, individuals can apply
Kotter’s theory to personal projects that involve significant change,
such as career transitions, lifestyle changes, or educational pursuits.
By following the steps, individuals can create a clear plan, build
support networks, and celebrate milestones along the way to achieve
their goals
 Shortcomings
Time Consuming- Implementing all 8 processes may be
time consuming. In fast paced situations where rapid
changes are required, implementing the approach in its
entirety may be impractical.
Top-down approach: The theory emphasizes a top-down
approach to change with a focus on initiatives that are
leadership driven. This may ignore the significance of
bottom-up feedback and employee participation.
Focus on large scale changes: The theory is intended
for large scale transformational changes and may be less
appropriate for modest or incremental changes.
Limited focus on Continuous improvement:
Organizations may adopt changes yet fail to adapt and
The Kübler-Ross
Change Curve
 Introduction
• This model was developed by Elizabeth
Kübler-Ross in 1969.
• The Kübler-Ross Curve also called the
Change Curve was developed to create
an understanding of how people
emotionally respond to change/ major
disruptions around them.
• The Change Curve describes 5 various
stages of grief that individuals go
through when change presents itself.
• The purpose of this would in-turn be to This Photo by Unknown Author is licensed under CC BY-SA-NC

help managers understand how to help

their workers to successfully adapt to
 Stages of the Change
Curve
[Link]
 The initial reaction is usually a
feeling of disbelief/ the refusal to
accept the new reality.
 It can be characterized by shock
or avoidance of the new reality,
and statements like “ this must
be a joke/ This can’t be
happening”
Solution: Management should
This Photo by Unknown Author is licensed under CC BY-ND

clearly explain the change and the

 2. ANGER
• The feeling of disbelief then causes
frustration and panic among the
workers, which then results in a
feeling anger towards the
management and fellow workers.
• Anger is characterized by irritation
and sometimes even defiance.
Solution: Management needs to pay
close attention to employees’ concerns
with regard to the change and address
them as immediately to reduce
frustration.
This Photo by Unknown Author is licensed under CC BY
 3. BARGAINING
• In this stage people try to negotiate
a way around the change i.e. a
means to avoid it entirely or at least
a way to delay it.
• Bargaining is characterized by
questioning, or statements like “
what if …?/ Is it really necessary?”
Solution: Again, management must
emphasize the need for this change,
however while allowing input from
those affected on how best they can
be helped to manage the change.
This Photo by Unknown Author is licensed under CC BY-NC
 4. DEPRESSION
• The realization that the change cannot
be delayed or avoided is usually
followed by depression.
• Depression is characterized by sadness
and an overall decline in morale at
work and thus lower productivity
levels.
Solution: Management can provide
emotional support through team-
building programs and even reminding
employees of the benefits that this
change will bring to the organization.
This Photo by Unknown Author is licensed under CC BY-NC
 5. ACCEPTANCE
• Finally, employees come to
terms with the new reality
and begin to adapt to it.
• At this stage management
can support the workers by
providing training and
adequate resources to
support smooth adaptation
to the change.
This Photo by Unknown Author is licensed under CC BY-NC-ND
Illustration of the Change Curve
 how to accelerate the speed at
which workers go through the 5
stages.
2. It can help management to know
the best kind of support to offer
The employees at each stage for fast
Applications and smooth transitioning.
of the 3. It can also help management to
Change design appropriate communication
Curve strategies for each stage. For
example, some stages require
open communication, clarity,
direction/guidance etc.
4. Improve employer reputation. A
 [Link] can help to reduce the negative
impact of certain stages i.e. defiance
due to anger or low productivity
levels due to depression.
7. It boosts creativity and innovation
i.e. open communication allows
Applicatio employees to develop new ideas on
n Contd- how best they can be helped to
adapt to the change.
8. Understanding and implementing
the model can also create unity and
a sense of direction in the
organization by preventing the
disruptions and divide that would
 1. It boosts employee morale and
builds a positive organizational
culture.
2. Facilitates smoother transitions
by reducing resistance through
Merits of effective communication.
the Kübler- 3. It promotes better planning.
Ross Curve 4. Helps the organization adapt to
change faster and smoothly.
5. The change curve is a versatile
model and thus can be applied
to different situations in different
organizations.
 1. The model does not quantify
the intensity of the various
emotional responses .
2. It applies a “one-size-fits-all”
approach.
DEMERITS 3. The model strongly depends on
management’s ability to read and
understand people’s emotions.
4. Expectation vs Reality i.e
employees may not go through
the 5 stages at the same time or
in the exact order suggested by
BRIDGES TRANSITION MODEL.
 This model was developed by William
Bridges.
 He introduced the model in his 1991
book titled "Managing Transitions:
“Making the Most of Change".
 The Bridges Transition Model facilitates a
better understanding, management, and
resolution of the human and personal
aspects of transition for both individuals
and organizations.
 STAGES OF BRIDGES TRANSITION
MODEL.
[Link], loosing and letting go
This involves recognizing and addressing the
endings and losses that accompany change are
part of this stage.
Emotional turmoil and feelings of resistance are
frequently associated with it.
Before they can start to embrace the new,
people must let go of their old identities and
methods of living.
 Key Characteristics Strategies.
●Feelings of fear, ●Acknowledge the loss
denial, anger, sadness, and validate the
disorientation, and emotions associated
frustration. with it.
●Mourning what is ●Communicate clearly
being left behind. about the reasons for
●Resistance to the the change.
change due to ●Provide support and
uncertainty and loss of empathy to help
 [Link]
• This phase zone.
is one of uncertainty,
confusion, and maybe creative chaos.
• While letting go of their old habits,
some haven't completely accepted the
new.
• It's a crucial moment for people to
consider new options and realign
psychologically.
 Key Characteristics Strategies
●Feeling unsettled,
●Provide a sense of
anxious, or
direction and
uncertain.
●Potential temporary support
for
structures.
innovation and
●Encourage open
creativity.
●Higher communication and
risk of
feedback.
disengagement or
●Foster an
decreased
environment that
productivity.
[Link] new beginning.
At this last phase, people begin to accept the
new reality and recognize its advantages.

Acceptance and dedication to the new method

of doing things are key components of this
stage.

Individuals start to reassemble their identities

and discover fresh significance in the shift.
 Key
Characteristics
: Strategies:
● Reinforce the new behaviors
●Renewed energy, and celebrate successes.
enthusiasm, and ● Provide training and resources
commitment. to support the new way of
●Formation of new habits, working.
● Encourage and recognize early
skills, and behaviors.
adopters and champions of the
●Development of a new change.
sense of purpose and ● Keep communication channels
identity. open to address ongoing
●Increased confidence and concerns and feedback.
understanding of the
 takes charge, the transition can be unsettling for employees. The
model assists in managing the transition period by helping
Application of this model.
employees let go of the past leadership style, adjust to the new
leader's approach, and build trust and engagement.
● Cultural change programs-Cultural Transformation-Shifting
organizational culture involves deep changes in values,
behaviors, and attitudes. The model provides a framework for
managing the emotional journey, helping employees transition
from the old culture to the new.
● Career transitions-Role Changes- When employees move to
new roles or responsibilities, they go through a personal
transition. The model helps individuals navigate this change,
from letting go of their old role to becoming effective in their
new one.
● Process improvements-Lean and Agile Transformations-
Implementing lean or agile methodologies involves significant
changes in processes and mindset. The model aids in addressing
● Structured Framework- The model provides a clear,
three-stage process (Ending, Losing, and Letting Go;
The Merits of Bridges
Neutral Zone; model. making it easy
The New Beginning),
to understand and implement.
● Open Dialogue- The model encourages open
communication, allowing for transparent discussions
about the changes, the reasons behind them, and the
expected outcomes. This can build trust and reduce
uncertainty.
● Encourages Flexibility and Innovation- By
recognizing the neutral zone as a period of potential
growth and innovation, the model encourages
experimentation and the development of new ways of
working.
● Limited focus on the broader organizational
context: The Bridges Transition Model is primarily focused
onDemerits of Bridges
the individual’s emotional model.
and psychological needs
during a transition. However, it may not fully address the
broader organizational context in which the change is
taking place.
● Overemphasis on the individual: While the Bridges
Transition Model recognizes the importance of the
individual during a transition, it may overemphasize the
individual at the expense of the broader organizational
needs.
● Limited applicability to rapid or continuous change:
The Bridges Transition Model may not be applicable in
situations of rapid or continuous change, where individuals
are constantly adjusting to new situations. In such
 The Nudge Theory

NS
 Nudge Model
 Nudge Theory is a behavioral
economics concept
developed by Richard Thaler
and Cass Sunstein in 2008.
 It explores how small, subtle
changes in the way choices
are presented can influence
people's decisions and
behaviors.
NS
 Theme of Nudge Theory
1 Choice Architecture 2 Libertarian 3 Cognitive Biases
Paternalism
Nudge Theory The model Nudge Theory
focuses on promotes a leverages common
designing the "libertarian cognitive biases
"choice paternalistic" and heuristics to
architecture" - approach, where influence behavior,
the way people are such as default
options are nudged to make bias, anchoring,
presented - to better choices, and loss aversion.
guide people but still maintain
towards their freedom of
beneficial choice.
decisions.
Applications of Nudge Theory
Public Policy Healthcare Business & Finance
Nudge Theory Nudges have Businesses have
has been been used to adopted nudges to
applied in improve influence consumer
public policy to medication choices, improve
encourage adherence, employee
behaviors like increase productivity, and
organ donation, vaccination optimize customer
retirement rates, and experiences.
savings, and promote
healthy eating. healthier
lifestyles.
 Merits and Demerits of Nudge Theory
Ethical Considerations
Merits There are ongoing debates about the ethical
Nudge Theory can be an effective, low- implications of using nudges, particularly
cost way to encourage positive when applied in sensitive domains like
behaviors without restricting freedom of healthcare and finance.
choice.

1 2 3

Demerits
Critics argue that nudging can be manipulative and may
not address the root causes of complex societal issues.