Some days ago, I attended a conference and realized Lewin’s change model is still in use. The simplicity of the model is useful to illustrate the process, but in my perspective, it could be misleading. If we haven’t experienced a deep transformation process, we can think the change process is linear and looks like this:
It consists in providing the conditions for people to see what needs to be changed and why, what resources do they have and which ones they need. Then, during the change process it refers to planning and adopting new practices, and modifying behavior to adapt to change. Finally, coming back to the normal conditions, using and incorporating change.
In a strict sense and in retrospective, an organizational change may look like that. However, transforming human behavior is not so easy and for sure it’s not linear.
The ADKAR model developed by Prosci, is one of the most comprehensive models businesses use nowadays.
Regardless of the type of change your organization is going through, understanding the stages of change will reduce confusion, but having more clarity on what are the pitfalls and what is needed to move from one stage to another is relevant. However, as John Kotter says, it is important to remember that managing change is not the same as leading change. “Management” implies a system or process that can and should be constantly monitored, whereas “Leadership” suggests assembling and inspiring a group of people who will design and own a self sustaining program.
A lot of companies talk about Change managers (or even champions), when what they actually need are Change leaders that can instill the urgency to change and motivate the entire organization to go through an unpredictable, difficult and long process, that will end up changing the culture of the company. We need to remember that although the goal may be the same, the process is quite different and therefore, requires a different set of skills.