Peter Bargreen is a Senior Strategy, Operations and Business Development Executive located in Washington state. In the following article, Peter Bargreen discusses various models of change management often utilized by companies looking to restart growth or overcome some type of operational roadblock.

Change management is a growing focus of modern business, as it allows organizations to adapt to new circumstances and capitalize on new opportunities. However, implementing change, particularly on a large scale, can be a difficult and complex process according to Peter Bargreen.

Effective change management requires careful planning, clear communication, and a deep understanding of an organization and its employees. A number of models have been developed that can help organizations navigate change effectively. These include Lewin’s Change Management Model, Kotter’s 8-Step Change Model, and ADKAR model.

Peter Bargreen says that clear communication and consideration of the human side of change management are crucial to ensuring the success of change initiatives.

Proven Models for Success

Lewin Change Management Model

One of the most well-known models for change management is Lewin’s Change Management Model, as previously developed by Kurt Lewin in the 1940s.

Peter Bargreen explains that this model is based on the idea that change goes through three distinct stages: unfreezing, change, and refreezing. In the unfreezing stage, the organization must prepare for change by identifying the opportunities for internal change and creating a general sense of urgency.

The change is when the actual modifications are made, and the organization must communicate and implement the new plans and processes.

As per Lewin’s model, before any adjustments can be made, there must be a strong motivation for it within the organization. This is because individuals within the organization have likely become comfortable with the current status quo and may resist change without a clear understanding of the necessity for it.

Peter Bargreen says that to overcome this resistance, it is important to effectively communicate and persuade employees of the necessity for change and prepare them for the new way of doing things. Only then will they be able to accept the modification and understand that it is necessary for progress.

Peter Bargreen explains that the refreezing stage is when the changes are consolidated and become integral to the organization’s culture.

8-Step Change Model

Another popular model is Kotter’s 8-Step Change Model, developed by John Kotter in the 1990s. This model emphasizes the importance of curating internal urgency, forming a powerful and effective coalition, fostering a vision for change, communicating that vision, empowering all parties to act on the vision. Peter Bargreen says that this creates short-term wins and successes, and consolidating gains, while anchoring innovatives and proactive approaches in the organization’s culture.

Kotter’s model is often praised for its emphasis on leadership and the importance of involving employees in the organization’s change process.

The ADKAR Method

A third model, ADKAR, developed by Jeff Hiatt, focuses on individual change rather than organizational change. Peter Bargreen explains that the model is composed of five steps: Awareness of the need for change, Desire to support and participate in the change, Knowledge on how to change, Ability to implement the change on a day-to-day basis and Reinforcement to make the change stick in the long-term.

This model focus more on each employee and its role in the change process.

Peter Bargreen says that it is important to note that no model is a one-size-fits-all solution, and the effectiveness of a change management approach often depends on the particular needs and circumstances of an organization. However, all of these models have been proven effective in helping organizations navigate transformation.

For these models to be successful, clear communication is a must. It is important that the organization’s leaders involve employees in the process and keep them informed about the progress being made. This helps to build buy-in and support for the changes that are being implemented.

Furthermore, involving employees in the planning and implementation of changes can also lead to new ideas and solutions that might not have been considered otherwise.

Considering The Human Element of Change Management

Additionally, it is important for organizations to consider the human side of change management. Employees may have concerns and resist change because they feel it will affect them adversely. It is important to address these concerns and provide support to employees as they adjust to the changes. This can include providing training, offering assistance, and creating a sense of community among employees to help them work through the transition together.

In conclusion, change management is a vital aspect of business, as it allows organizations to adapt to new circumstances and capitalize on new opportunities. Effective change management requires careful planning, clear communication, and a deep understanding of the organization and its employees.