Change management models are concepts, theories and methodologies that provide a deep approach to organizational change. It is designed to provide guidance for making changes, navigating the transformation process, and ensuring that changes are accepted and put into practice. Unlike other methods of change, push theory does not have an established model of change. It is a theory based on behavioral science that proposes tactics and mentalities to institute behavioral change. The core of the theory is that imposing change in the traditional and methodical sense is not effective.
However, driving change can be very effective. There are a variety of change management models, and one may be better suited to the business structure of a particular organization. Learning the different models of change management teaches organizations the best practices that they can use in a change project. Prosci's ADKAR model prioritizes the education and motivation of individual contributors in the process of change. Kotter's change management theory does not focus directly on change, but rather focuses on people who will have to change and who will be most affected.
In addition, it offers a shorthand method for developing a change management workflow that you can use for every new change you implement, instead of always starting from scratch. The McKinsey model is often used to determine what changes should be made rather than just managing the act of change. Lewin's change management model was created by Kurt Lewin in the 1950s. It is characterized by gradual and bumpy changes, which are periods of relative quiet followed by occasional accelerations of change. Many employees take an emotional approach with resistance, placing negativity on the people who instigate change rather than on the changes themselves.
Leadership, sponsoring expected changes, and managing resistance help facilitate the desire for change within the body of work. John Kotter created a theory called Kotter's Change Management Theory which focused mainly on people involved in a process of change and their psychology. Elisabeth Kübler-Ross' Kübler-Ross Change Management Framework is well-known for its model used to describe the experience of grief. This approach causes change management to do things that are arbitrary for some and naive for others. Each of these frameworks emphasizes the importance of focusing employees on how change is planned and implemented. Rather than issuing top-down requests for change from top to bottom by top executives and waiting for people to queue up, push theory is about finding a persuasive way to push employees to want change on their own.
