Kotter’s 8 steps: In this model there are eight steps like create urgency, create a coalition,

develop a vision and strategy, communicate the vision, empower action, get quick wins,
leverage to drive change, and embed in culture. In the create urgency management should
create an urgency for change so that changes can be started. Coalition of team members is
necessary for the effective management of the team. At the start of change manager should
need to have a clear and overall vision of the change. After having the clear vision it is
necessary to communicate the vision with other team members so that they can work
positively for the required change. In the fifth step team leader should work to remove the
obstacles and barriers in the proposed change. Quick wins is necessary for the motivation of
the team. Quick and short wins will fill the team members with confidence for the positive
change but the quick wins are just for small winnings and the real victory is too deep. In the
last step embed the change in the culture. The change should be the part of the corporate
culture. In the given case study this change model can be applied and this is fulfilling the
change management needs of 2-way ongoing communication, clear purpose, need for
urgency, build on culture, and quick wins.
Bridges’ Transition model: This is basically a transition model which is used to guide the
people for changes. Some people are not comfortable for the changes so it is necessary to tell
them the benefits of the changes so that they can proceed for the proposed changes. This
model tells about the three stages of transition in which first is ending, losing, and letting go,
second is The neutral zone and the last is the new beginning. In the first step employees can
feel the emotions like fear, denial, anger, sadness, sense of loss, and so on. In this scenario it
is important for the team leader to understand the emotions of the employees. The neutral
zone is a situation of confusion, mood swings, searching, and so on. This time employees
need a proper guidance so that they can work without any dilemma. In the third stage
employee can feel open to learn, highly energetic, optimist, and new purpose. At this leader
should help the employees to sustain these things. This model of change can be applied in the
given case study because new personnel needs to understand the emotions of the employees
and communicate the things properly.
McKinsey 7–S model: Companies use this model to analyze its organization design with the
help of seven key elements like structure, strategy, skill, system, shared values, style, and
staff. These elements are divided in two parts hard and soft in which hard parts are easier to
define while soft elements are difficult to define because they are influenced by the culture.
Hard part incudes structure, strategy, and systems while soft part includes shared values,
style, skills, and staff. Structure element define the organizational chart of the company while
the strategy part defines the action plan of the organization. Third component of hard element
systems means business and infrastructure of the company which is related with the
workflow and decision making of the company. In the soft part skill is related with the
capabilities of the employees to achieve the required objective and style is related with the
methods of the interaction. Staff is linked with the talent management and human resources
while the shared values are related with the missions, goals and objectives of the
organization. In the given case study this model is less applicable because there is a change in
the staff for the better work balance.
Lewin’ 3-step model: This model of change include three steps unfreezing, changing and
refreezing. In the step of unfreezing it gives the details regarding the proposed changes in the
organization. This model is also helpful in creating the psychologically concerned and safe
changes. Unfreezing step is needed the proper communication so that employees can be get
updated with the advantages and disadvantages of the proposed change. Moving stage is also
known as the changing stage in which implementation of changes is started. In this complete
process employees should be aware about the reason for the changes. Refreezing is the final
stage of the model which is for stabilizing the new form after the changes. This step is to
make ensure employees not to revert back on the old thinking process. Rewards system is
also used to encourage employees to use the new methods of thinking. In the given case study
there is changes regarding the new post like counsel according to which this model can be
used for the new changes which has clear vision.
Nadler-Teshman Congruence model:
Prosci ADKAR model: In the ADKAR model of change each element has a particular
definition. A belongs to awareness means awareness regarding the need of the change. D
means desire to participate, K means Knowledge on how to change, A means ability to
implement required skills and behaviors, and R means reinforcement to sustain the change. In
the current step A and D are used while K and A belong to transition stage and R belongs to
future stage. This model is used when there is a change regarding the individual so this model
can be applied in the given case study. According the case study first the employees should
be aware about the positives and negatives of the new post. Leader should properly
communicate the need of the change.
Table 1. Comparison/contrast major change management models: Presence of 8 key
change management needs in each model (1=low, 2=medium, 3=high)
Employee emotions

Interconnectivity of
Link to internal e-e-
Need for urgency

Build on culture
communication
2-way ongoing

Clear purpose

considered

Quick wins

TOTAL
issues
scan

Kotter’s 8-steps 3 3 3 1 3 1 1 3

Bridges’ Transition 2 1 1 3 1 1 1 1

McKinsey 7S
2 1 1 1 1 1 1 1
model

Lewin’s 3-step
2 3 1 1 1 1 1 1
model

Nadler-Teshman

Prosci ADKAR
3 3 1 1 1 1 1 1
model

TOTAL