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Adkar and kurt lewin models compared

  1.  Change is a critical aspect of every business.  According to Burnes (2004), change is an ever-present feature of organizational life, both at an operational and strategic level.  According to Kotter (2011), change management is an approach to shifting or transitioning individuals, teams and organizations from current state to a desired future state.
  2. Some of the models are:  Kurt Lewin’s classic three-phase model of change  The Prosci ADKAR model  John Kotter’s popular 8 step change model  The McKinsey’s 7-S model  Beckhard and Harris formula of change  Streich 7 stages of change/change curve
  3.  Change should only be implemented for good reason.  Change should always be gradual.  All change should be planned, and not sudden.  All individuals who may be affected by change should be involved in planning for the change.
  4.  Unfreezing  Change  Refreezing
  5.  the diagnosis stage  At this stage people realize that something is going to change and they are dealing with strong emotions such as denial, impatience, uncertainty and doubt.  Participants are made aware of problems in order to increase their willingness to change their behaviour.
  6.  Changing  the intervention stage  Individuals experiment with new workplace behaviour.  Re-freezing  the reinforcement stage  Individuals acquire a desired new skill or attitude and are rewarded for it by the organization.
  7. Lewin’s change model
  8. According to Hiatt (2006), “Effective management of the people aspect of change requires managing five key goals that form the basis of the ADKAR model:  Awareness of the need for change  Desire to participate and support the change  Knowledge on how to change  Ability to implement required skills and behaviors  Reinforcement to sustain the change
  9. Awareness involves:  informing/sharing that a change is happening.  answering the Why question. Desire involves:  making a personal decision to support and participate in the change.  It is regarded as the most difficult stage.
  10. Knowledge involve:  Skills and behaviors needed to support change once it occur. It is only effective when individuals already have awareness & desire the change. Ability involve:  This is where change actually occurs.  Required skills and behavior being implemented.  Coaching and mentoring.
  11. Reinforcement involve:  applying incentives and rewards that will help the change stick.  learning from early mistakes.  personal recognitions.
  12. A Awareness of the need of change D Desire to participate and support the change K Knowledge on how to change A Ability to implement required skills and behaviors R Reinforcement to sustain the change
  14.  For better understanding of Lewin's change model of Unfreezing, Change and Refreezing, here is an application of the model using Radiant Wellness Center.
  15.  Radiant Wellness Center is specialized in Network Spinal Analysis established in 2005 by Dr. Brian Ghessi, in UK.  It is a unique chiropractic and healing experience with the wisdom of traditional approaches to produce breakthrough results for patients.  Radiant wellness center has decided to switch from using hand-written medical records to electronic ones.
  16.  All of the staff have always relied on hand-written medical records when performing their jobs and have expressed concerns about switching to the new electronic format.  However, management believes that making the switch to electronic records will increase efficiency and reduce the amount of time that it takes to record patient information.
  17.  First, the management of Radiant wellness center will have to spend time unfreezing the employees' belief that the old way of recording patient records is adequate.  The management team will need to communicate the perceived benefits of the new electronic method, making sure to demonstrate how the pros outweigh the cons.  The staff will need to understand how much more efficient the new method of electronic recording will be in comparison to the old hand-written process.
  18.  Next, management will need to transition into the changing stage by implementing the new electronic recording system.  This will mark a time of uncertainly in the staff, making it necessary for the management team to offer training and support as the employees become familiar with the new electronic system.
  19.  Finally, management will need to refreeze the new method of recording into the organization's culture, making sure that the staff recognizes the electronic system as the new norm and the manner in which they will record patient information going forward.  The management team would also recognize the efforts made by the staff members to learn and use the new system by offering them some sort of reward and praise.
  20. 1. Surprise and fear of the unknown 2. Fear of failure 3. Loss of status and/or job security 4. Peer pressure 5. Past success 6. Personality conflicts
  21. 1. Provide as much information as possible to employees about the change. 2. Inform employees about the rationale for the change. 3. Conduct meetings to address employee’s concerns. 4. Provide employees the opportunity to discuss how the proposed change might affect them.
  22.  Change should not be a threat, but should be seen as a new challenge that will energize and motivate everyone.  Change management increases the success of organizational change and project initiatives by applying a structured framework of methods, tools and processes managing the change from a current state to a future state.
  23.  The Kurt Lewin and Prosci’s ADKAR models can be used by organizations to manage the change component successfully.  There is no right or wrong model of change management.  Management should create a vision for change, communicate the vision for change and remove fears from the minds of those who will get affected by the change.
  24.  Burnes, B. (2004). Managing Change: A Strategic Approach to Organisational Dynamics, 4th ed. (Harlow: Prentice Hall).  Hiatt, J. M. (2006). ADKAR: A model for change in Business, Government and Community. Loveland, CO: Prosci Inc.  Kotter, J. (2011). "Change Management vs. Change Leadership -- What's the Difference?". Forbes online. Retrieved 12/21/11.  Schein, E. H. (1999). Kurt Lewin’s change theory in the field and in the classroom: Notes toward a model of managed learning. Reflections, 1(1), 59-74.