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John Kotter's eight step change model - Create urgency, form a guiding coalition, create a vision for change, communicate the vision, empower action on the vision, create short-term wins, build on the change, and incorporate the changes into the culture.
The McKinsey 7-S model - Alignment of interdependent elements of strategy, structure, systems, shared values, skills, style, and staff.
The ADKAR model - Sequential elements of awareness, desire, knowledge, ability, and reinforcement.
Change management has the objective of moving an individual, team, or organization from a current state to a preferred future state.
Many of the elements discussed in the models are central to a Connected Decisions framework.
Resistance to change arises from lack of decision alignment at either the organizational or personal level. Using the Connected Decisions framework to manage change puts focus squarely on where change will take place: the organizational and personal choices that align, generate, and promote realization of a desired future. The connected decision framework can also be used to expose the need for change by showing where the current working set of decisions will not meet goals, needs, or desires envisioned for the organization and its stakeholders.
To achieve alignment, individuals must make personal choices to adopt and align to the decisions contained in the new strategy. Decisions provide the basis for change, enabling straightforward application as a change management model.
Identify the key organizational decisions that must be made to successfully reach the desired future state. Recognize and support separations where reconciliation of organizational and personal decisions is not possible. The Connected Decisions framework and decision making process provides the ability to address change that scales from a single decision to complete organizational transformation.
Organizations looking for strategic improvements are finding that a changeĀ in strategic thinking is the first requirement. Strategic thinking has emerged over time as markets changed and buyers became more demanding for quality, innovation and value.

From the early days Adam Smith economic theories set the stage for management models to accomplish mass production. Today management practices are evolving quickly as technological advancements are changing the behavior of the human network. Each of the above referenced thought leaders in management and strategic theory developed their work based on certain belief systems gained from history, experience, study and observation. CHANGE MANAGEMENT MODELS PPTTheory change is thechange management processjan , taylorswhy change. It often requires confronting a fundamental inconsistency in beliefs that can be core to a personal or organizational identity. This has led to a number of change management models that have been developed to facilitate and lead needed or desired change. If you would like us to cover this topic in a future newsletter, please contact us to let us know.
These models provide approaches to do this without explicitly addressing the fundamental component needed for change; a new or updated set of working decisions. Focusing on decisions can expose the choices that must be aligned for a change effort to be successful. The need for quick and effective strategic alignment may be critical to organization or company survival. If vision and mission are changing, these choices include acceptance of a new organizational identity. Over time we have witnessed the advancements in thinking about strategy, management and business philosophy. It is built on many tacit philosophical principles and assumptions that have been examined by man for centuries. Thought leaders are those that study general and fundamental business problems with the aim of creating new knowledge to solve old business problems.
The McKinsey approach recognizes the interdependence of decisions for strategy and shared values.

Ultimately, decisions fundamental to the change effort must be reinforced with evidence that goals and success factors are being achieved for new beliefs to take hold. Change management models were developed to address challenges associated with this type of large scale change.
It can be easy to see how changes of this magnitude can create conflict with personal beliefs, leading to resistance. New knowledge and skills required for decision success are suggested in the McKinsey and ADKAR models.
They seek to minimize the loss in performance that comes from negative emotions characterized by the change curve (shock, denial, anger, fear).
Organizational decisions could also produce personal loss, providing another source for resistance. Change completes successfully when cultural alignment is achieved and the organization operates under the new set of core beliefs.
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