USING

ORGANIZATIONAL
DEVELOPMENT
MODELS TO IMPROVE
CHANGE MANAGEMENT
AHMED SAMEH M.ESMAT
STUDENT ID : 20-02149
Many organizations undertake change programs with high
expectations. However, in nearly every case, the core goal
is the same: to radically change the organization's style of
doing business in order to survive in the new, more difficult
market environment. But, only a small percentage of these
transformation initiatives succeed; these successful cases,
show that the change process passes through a
succession of stages, each requiring a significant amount
of time and dedication, and that key errors in any of the
stages can have a disastrous effect on the change process.
These Change Management Models can be used as
management tools for current organizations .
Using Organizational Development Models To Improve Change Management
OUTLINES:
1- Lewin's change model
2- Kotter's 8-step model
3- Burke-Litwin model
4- ADKAR model

The Challenges of Organizational Management

 Lewin's change model
 Lewin's change model is one of the simplest and most widely
used organizational development models.
 It can help you improve your change management skills by
providing a clear and sequential approach to change that
minimizes resistance and maximizes commitment.
 It consists of three stages:
• Unfreeze,
• Change,- Neil
and Armstrong
• Refreeze
• Unfreeze
Creating a sense of urgency and readiness for change by
challenging the existing beliefs, behaviors, and processes of the
organization.
• Change
Implementing the desired changes by providing support,
guidance, and feedback to the people involved.
• Refreeze
Consolidating and stabilizing the changes by reinforcing the new
- Neil Armstrong

norms, values, and routines of the organization.

 Kotter's 8-step model
 Harvard Professor John Kotter’s 1996 book Leading Change is
a go-to reference on how to navigate change in business. Kotter
outlines an 8-step model which is a very popular and
comprehensive organizational development model for
organizational change.
 The Kotter's 8-step model can help you improve your change
management skills by providing a systematic and strategic
guide to change that involves multiple stakeholders and levels
of the organization.
- Neil Armstrong
 It consists of 8 stages:
• Create A sense of urgency,
• Form A powerful coalition,
• Create A vision for change,
• Communicate the vision,
• Empower others to act on the vision,
• Generate short-term wins,
• Consolidate gains and produce more change, and
• Anchor the new approaches in the culture.
Step 1: Create A Sense Of Urgency
 For change to happen, it helps if the whole company really
wants it.
 Develop a sense of urgency around the need for change. This
may help you spark the initial motivation to get things
moving.
 This isn't simply a matter of showing people poor sales
statistics or talking about increased competition.
 Open an honest and convincing dialog about what's
happening in the marketplace and with your competition.
Step 2: Form a Powerful Coalition
 Convince people that change is necessary. This often takes
strong leadership and visible support from key people.
 Managing change isn't enough – you have to lead it.
 To lead change, you need to bring together a coalition, or
team, of influential people from a variety of sources,
including job title, expertise, and political importance.
 Once formed, your "change coalition" needs to work as a
team, continuing to build urgency and momentum around the
need for change.
Step 3: Create a Vision for Change
 When you first start thinking about change, there will
probably be many great ideas and solutions floating around.
Link these concepts to an overall vision that people can grasp
easily and remember.
 A clear vision can help everyone understand why you're
asking them to do something. When people see for themselves
what you're trying to achieve, then the directives they're given
tend to make more sense.
Step 4: Communicate the Vision
 What you do with your vision after you create it will
determine your success. Your message will probably have
strong competition from other day-to-day communications
within the company, so you need to communicate it frequently
and powerfully and embed it within everything.
 Don't just call special meetings to communicate your vision.
Instead, talk about it every chance you get.
 Use the vision daily to make decisions and solve problems.
When you keep it fresh on everyone's minds, they'll remember
it and respond to it.
 It's also important to "walk the talk." What you do is far more
Step 5: Remove Obstacles (Empower others to act on the vision)
 If you follow these steps and reach this point in the change
process, your staff wants to get busy and achieve the benefits
that you've been promoting.
 But is anyone resisting the change? And are there processes or
structures that are getting in its way?
 Put in place the structure for change, and continually check for
barriers to it.
 Removing obstacles can empower the people you need to
execute your vision, and it can help the change move forward.
Step 6: Create Short-Term Wins
 Nothing motivates more than success. Give your company a
taste of victory early in the change process. Within a short time
frame ,you'll want to have some "quick wins" that your staff
can see. Without this, critics and negative thinkers might hurt
your progress.
 Create short-term targets – not just one long-term goal. You
want each smaller target to be achievable, with little room for
failure. Your change team may have to work very hard to come
up with these targets, but each "win" that you produce can
further motivate the entire staff.
Step 7: Build on the Change
 Many change projects fail because victory is declared too early.
Real change runs deep. Quick wins are only the beginning of
what needs to be done to achieve long-term change.
 Launching one new product using a new system is great. But if
you can launch 10 products, that means the new system is
working. To reach that 10th success, you need to keep looking
for improvements.
 Each success provides an opportunity to build on what went
right and identify what you can improve.
step 8: Anchor the Changes in Corporate Culture
 Finally, to make any change stick, it should become part of the
core of your organization. Your corporate culture often
determines what gets done.
 Make continuous efforts to ensure that the change is seen in
every aspect of your organization.
 It's also important that your company's leaders continue to
support the change. This includes existing staff and new leaders
who are brought in. If you lose the support of these people, you
might end up back where you started.
 Burke-Litwin model
 Burke-Litwin model is a more complex and comprehensive
organizational model that focuses on the interrelationships
between various factors that affect organizational change.
 It can help you improve your change management skills by
providing a holistic and diagnostic tool to analyze and address
dynamics of organizational change.
 It distinguishes between two types of factors:
• Transformational
- Neil Armstrong
• Transactional.
• Transformational factors
are the external and internal forces that trigger and shape the
change, such as mission, strategy, leadership, and culture.

• Transactional factors
are the operational and functional aspects of the organization that
implement and sustain the change, such as structure, systems,
management practices, and work climate.
- Neil Armstrong
 ADKAR model
 ADKAR model is a more human-centric and individual-oriented
organizational development model that focuses on the
psychological and behavioral aspects of change.
 ADKAR model can help you improve your change management
skills by providing a practical framework to address emotional
barriers and enablers of change at the individual level.
 It stands for awareness, desire, knowledge, ability, and
reinforcement.
• Awareness means creating a clear understanding of the need
and benefits of the change.
• Desire means generating a positive and personal motivation
to participate and support the change.
• Knowledge means providing the necessary information and
skills to perform the change.
• Ability means developing the confidence and competence to
apply the change.
• Reinforcement means ensuring the sustainability and
consistency of the change by providing recognition, rewards,
and feedback.
REFERENCE :
- O R G A N I Z AT I O N A L C H A N G E A N D C H A N G E M A N A G E M E N T H . P. N . I . K U M A R A S I N G H E * A N D
H . K .T. D I L A N * D E PA R T M E N T O F I N D U S T R I A L M A N A G E M E N T, F A C U L T Y O F A P P L I E D
S C I E N C E S , W AYA M B A U N I V E R S I T Y O F S R I L A N K A .
Thank you