Learn how to guide your team through change with proven frameworks. These change management models will help you transform your organization with less resistance and more success.
What’s Coming Up
- What Are Change Management Models?
- How to Evaluate Model Suitability for Your Context
- Introducing 8 Effective Change Management Models
- 4 Classic Change Management Models
- 4 Contemporary and Adaptive Models
- Selecting and Customizing the Right Model
- Adapting Models to Account for Team Personality Composition
- Beyond Models: Building Change Capability
- Frequently Asked Questions
- Further Reading
What Are Change Management Models?
Change management models are step-by-step guides that help move people and teams from where they are now to where they need to be. In today’s business environment, change is constant – whether you’re rolling out new technology, reshaping teams, or shifting strategy. How well you manage these transitions directly impacts your success.
Why Organizational Change Management Models Matter
Every company’s change journey is unique, but proven change management strategies offer clear benefits. When implemented well, these models reduce confusion and resistance across the organization. They promote alignment by ensuring everyone understands the change process and the outcomes you’re working toward.
Change management frameworks also offer defined stages to help leaders track progress and spot roadblocks early. They keep things moving when initial excitement fades – especially during longer implementation periods.
There are many change management examples to learn from, but without a clear plan, you risk employee resistance, failed projects, wasted resources, and low morale. The right model breaks complex changes into manageable steps and addresses both the practical and human sides of transformation.
Evolution of Change Management Thinking
How we think about managing change has evolved a lot since the 1950s. Early models mostly focused on changing employees’ behavior while newer ones also address their feelings and mindsets. Modern approaches also recognize that change rarely follows a straight line and often needs flexible methods rather than rigid steps.
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How to Evaluate Model Suitability for Your Context
Before you pick a change management model, consider these factors:
- Size of change: Is this a small improvement or a complete overhaul?
- Your company culture: Do people welcome change or resist it?
- Time pressure: Do you need to act now, or can you take it slow?
- What you have to work with: How much time, money, and expertise can you put toward this?
- Who’s involved: Think about the personalities and skills of the people affected.
Often, the best approach mixes parts from different models to fit your specific needs. Remember that models are guides to help you, not strict rules to follow.
Introducing 8 Effective Change Management Models
To help you find the right approach for your organization, we’ve grouped the most useful frameworks into two categories: classic models that have stood the test of time, and modern, more flexible approaches designed for today’s fast-paced business environment.
4 Classic Change Management Models
1. Lewin’s Change Management Model
Created by psychologist Kurt Lewin in the 1940s, this simple model still works well today.
Lewin’s three-stage model:
- Unfreeze: Shake up the status quo by showing why change is needed and dealing with initial pushback.
- Change: Put the new changes in place through clear communication and getting people involved.
- Refreeze: Set up new norms and habits as the standard way of working.
Best for: Stable organizations with clearly defined changes and plenty of time to implement them.
Limitations: May be too simple for complex changes and doesn’t fully address emotions or ongoing improvement.
2. Kotter’s 8-Step Change Model
Harvard professor John Kotter created this thorough framework based on his study of why change efforts fail.
Kotter’s eight-step model:
- Create a sense of urgency about the need for change.
- Build a team of influential people to lead the change.
- Form a strategic vision and clear plans.
- Gather a group of willing supporters.
- Remove obstacles to action.
- Create short-term wins to keep momentum.
- Keep building on what works.
- Make the changes stick by weaving them into your culture.
Best for: Big organizational changes that need buy-in from many groups.
Limitations: The step-by-step nature may not work for rapid or complex changes that need more flexibility.
3. The ADKAR Model
This change management model was created by Prosci founder Jeff Hiatt. ADKAR focuses on how individuals experience change, recognizing that organizations only change when the people in them change.
Key elements:
- Awareness of why change is needed
- Desire to support and take part in the change
- Knowledge of how to change
- Ability to use new skills and behaviors
- Reinforcement to make the change last
Best for: People-focused changes where individual adoption is crucial for success.
Limitations: May need to be paired with approaches that also address systems and structures.
4. The Bridges Transition Model
While many change management models focus on external change, William Bridges’ transition model deals with the inner psychological shift that comes with transition.
Key phases:
- Ending/losing/letting go: Acknowledges the emotional impact of leaving old ways behind, similar to the stages of grief
- Neutral zone: The uncomfortable middle period where old ways are gone but new ones aren’t fully in place
- New beginning: When people embrace the change and new identity
Best for: Changes that have a big emotional impact or identity shift for employees.
Limitations: Focuses more on psychological adjustment than practical steps.
4 Contemporary and Adaptive Models
5. McKinsey’s 7-S Framework
The McKinsey 7-S model looks at seven connected elements that must align for successful change.
Key elements:
- Strategy: Explains where the organization is headed
- Structure: Shows how the organization is organized
- Systems: Details daily procedures and workflows
- Shared values: Establishes core beliefs and culture
- Style: Instructs how leaders act and operate
- Staff: Includes the people and their capabilities
- Skills: Categorizes what the organization and people do well
Best for: Complete organizational redesigns or situations needing alignment across many areas.
Limitations: Complex to use and may not give enough specific guidance on what to do first.
6. Prosci’s Change Management Methodology
Building on the ADKAR change management model, Prosci offers an expanded approach for managing how people adapt to change. It’s also called the Prosci ADKAR model.
Key components:
- Prepare by defining success, impact, and approach
- Individual change management using ADKAR
- Organizational change management planning
- Integration with project management
- Sustain impact by reviewing results and making sure the change sticks
Best for: Organizations wanting a scalable, research-based approach with good management tools and resources.
Limitations: Requires significant investment in training to implement fully.
7. Agile Change Management
Borrowed from software development, Agile change management models focus on making small changes, getting feedback, and adapting quickly.
Key principles:
- Break changes into small, manageable pieces
- Implement quick cycles with frequent check-ins
- Empower teams rather than dictating from the top
- Be ready to adapt instead of sticking to rigid plans
Best for: Fast-moving work environments where requirements change quickly or the end goal isn’t fully defined.
Limitations: May create challenges when trying to coordinate organization-wide changes.
8. Systems Thinking Models
Instead of viewing change as a straight path from point A to B, systems thinking sees organizations as dynamic, interconnected networks – where a shift in one area can create ripple effects across the entire system.
Key features:
- Maps connections between different parts of the organization
- Finds leverage points where small changes create big impact
- Anticipates ripple effects of changes
Best for: Complex, multi-layered changes in interconnected environments.
Limitations: Can be hard to understand and may need special expertise to use well.
Selecting and Customizing the Right Model
Now that we’ve explored the major change management models, you’re probably wondering which one is right for your situation. The truth is, there’s no one-size-fits-all approach. The most successful organizations don’t simply adopt a model – they adapt it to fit their needs.
Organizational Context Considerations
The most effective change management approach aligns with your organization’s unique characteristics. Factors like size, structure, industry, and competitive environment all influence which model will work best.
When choosing a model, reflect on your past change efforts – what succeeded, what didn’t, and why. Cultural readiness is also key: some organizations adapt quickly, while others need more time and support. Finally, assess your available resources and capabilities to ensure you’re choosing a model that’s realistic and actionable in your current context.
Change Type Compatibility
Understanding your own organization is not the only factor to consider. The type of change is also important, as different changes require different approaches.
For reorganizations, McKinsey’s 7-S model often works well because it takes into account the complex nature of the interdependencies between structure, systems, style, and other organizational elements.
When rolling out new technology, the ADKAR model may be more beneficial due to its focus on individual adoption and skill building.
For deeper cultural transformations, the Bridges Transition Model typically provides better results by addressing the psychological aspects of transition. In rapidly evolving situations with significant uncertainty, Agile methods often provide the flexibility and adaptability needed for success.
Hybrid Approaches
Most successful change efforts use parts of multiple frameworks to create a custom approach. Effective hybrid models typically combine top-down strategic direction with bottom-up implementation ideas and feedback.
A hybrid approach strikes a careful balance between detailed planning and flexibility to adapt as circumstances evolve. They also tend to include both short-term actions for quick wins, and a compelling long-term vision that keeps everyone moving in the same direction.
Implementation Factors
After choosing your model, consider how you’ll communicate updates, train staff, measure progress, involve leaders, and reward success. These practical steps are just as important as the model itself.
Adapting Models to Account for Team Personality Composition
Teams are made up of diverse individuals, and understanding personality differences can make a big difference in how change is received. Our research shows that different personality types tend to respond to change in distinct ways – and knowing these patterns can help you lead more effectively.
Our Team Assessments can help you understand this is in a much more comprehensive way, but for now, here’s a quick summary:
- Analyst personalities are logical thinkers who need clear reasons and evidence for change. They share the Intuitive and Thinking personality traits.
- Diplomats tend to be more values-driven and empathetic. They need to see how change aligns with the bigger purpose. They share the Intuitive and Feeling personality traits.
- Sentinel personalities are structured and detail-oriented. They need clear procedures and defined roles. They share the Observant and Judging personality traits.
- Explorers are adaptable problem-solvers who welcome change but also need freedom in how they implement it. They share the Observant and Prospecting personality traits.
The mix of personality types on your team should shape how you approach change. It can influence your communication plan, the pace of implementation, the level of structure you provide, and how much flexibility you allow during the process. Tailoring these elements to suit your team’s makeup can significantly improve how well the change is received.
Want to understand your team better? See how your team’s personality makeup shapes your work in adaptive (or maladaptive) ways with our Team Assessments.
Beyond Models: Building Change Capability
While change management models offer helpful structure, the ultimate goal is to build your organization’s overall ability to navigate change effectively. The most adaptable organizations don’t just follow a model – they develop a culture of change readiness.
They invest in change leadership skills at all levels, not just among senior leaders. They establish strong feedback systems and use real-time insights to adjust their approach. Instead of starting from scratch each time, they learn from past change efforts to improve future outcomes.
Forward-thinking companies also embed change management into everyday planning, treating it as an ongoing discipline rather than a one-off initiative. By moving beyond rigid frameworks and tailoring your approach to each situation, you can build the resilience needed to thrive in an ever-evolving environment.
Frequently Asked Questions
What is a change management model?
A change management model is a structured framework that guides organizations through transitions from current states to desired future states. These models provide step-by-step approaches to manage both the technical aspects of change and the human elements.
Which change management model is best for small businesses?
Choose a change model that aligns with your organization’s needs and culture – not just its size. Smaller companies often benefit from simpler frameworks, such as Lewin’s three-stage model or the ADKAR model, which emphasize individual change. This focus is especially important for small teams, where each person’s buy-in can have a significant impact.
Can multiple change management models be used at the same time?
Yes, successful change efforts often combine elements from multiple models. For example, you might use Kotter’s eight-step model to build a sense of urgency and momentum, ADKAR to support individual transitions, the McKinsey 7-S framework to ensure organizational alignment, and Bridges’s Transition Model to address the emotional side of change.