Change management is hard. Whether it’s convincing your team to embrace a new software system or rolling out a major organizational overhaul, one thing is clear: without the right strategy, it’s chaos. That’s where change management models come in.
These models are practical, proven strategies that help you create a sense of urgency, tackle employee resistance, and transition smoothly from the status quo to a brighter future.
They guide leaders at the individual level and organizational level toward smoother transitions by following structured steps. We’ve seen them work firsthand, and we’re here to break them down to help you pick the best option for you.
Before we get into the details of each change management model, here's a helpful overview:
| Model | Best For | Strengths | Weaknesses | Key Features |
|---|---|---|---|---|
| Lewin's Change Management Model | Small to midsize businesses undergoing significant organizational restructuring or work culture shifts. | Straightforward and easy to understand. | May oversimplify complex change processes. | Unfreeze, Change, Refreeze phases for step-by-step transition. |
| McKinsey 7-S Model | Large organizations undergoing strategic transformations or mergers. | Focuses on aligning all critical organizational elements. | Requires detailed analysis and effort to align elements. | Seven interdependent elements: Strategy, Structure, Systems, Shared Values, Style, Staff, Skills. |
| Kotter's 8-Step Change Model | Businesses of any size embarking on significant change initiatives, such as digital transformations or cultural overhauls. | Emphasizes leadership buy-in and emotional engagement. | Can be time-intensive and requires sustained leadership support. | Eight actionable steps including urgency creation, vision communication, and anchoring changes. |
| ADKAR Change Management Model | Businesses undergoing technology implementations or process changes. | Highly focused on individual adoption and behavior. | Can overlook larger organizational or systemic barriers. | Awareness, Desire, Knowledge, Ability, Reinforcement. |
| Bridges Transition Model | Businesses undergoing leadership transitions, mergers, or significant restructuring. | Addresses the human side of change with empathy. | Less process-oriented, more focused on emotional transitions. | Three psychological phases: Ending, Neutral Zone, New Beginning. |
| Satir Change Model | Businesses undergoing cultural transformations or leadership changes. | Highlights emotional stages and provides clarity on managing chaos. | Can be challenging to manage the chaos stage without strong support mechanisms. | Five emotional stages: Late Status Quo, Resistance, Chaos, Integration, New Status Quo. |
| Nudge Theory | Any business seeking to promote behavioral changes among employees or customers. | Subtle, effective interventions that respect autonomy. | Lacks urgency for major, rapid changes. | Behavioral nudges like default options, social proof, and timely prompts. |
Kurt Lewin's Change Management Model is the gem of simplicity. It has just three steps:
The first step is all about breaking free from the status quo. People don’t like change, and they often don’t even see the need for it. That’s where you come in, creating a sense of urgency by highlighting the risks of sticking with the old way.
Example: If your team is still using manual processes for data entry, show them how much time and money automation could save. Use stats, stories, or even a bit of shock value to get their attention.
Here’s where the rubber meets the road. This step involves introducing the new tools, behaviors, or processes. It’s a messy phase, and you’ll face employee resistance.
Support is key here. Offer training sessions, one-on-one coaching, and resources like walkthroughs to help people navigate the change.
Example: When rolling out a new CRM, use interactive walkthroughs to guide users through the basics. Pair that with in-app help tips to answer common questions as they arise.
This is the “new normal” phase. It’s all about stabilizing the changes so they stick. Celebrate early wins, reinforce positive behaviors, and ensure that the new processes are embedded into the organization’s culture.
Example: After implementing the CRM, highlight success stories from teams that have seen improved efficiency. Use these wins to reinforce adoption across the board.
Created by Prosci, the ADKAR change management model takes a unique approach by focusing on individual change as the building block for organizational transformation. This model’s strength lies in its simplicity and focus on what individuals need to successfully adopt change.
The first step is helping individuals understand why the change is necessary. It’s about creating a sense of urgency and aligning everyone around the “why.”
Example: Communicate the risks of staying stagnant, such as falling behind competitors, and share a compelling vision for the future.
Once awareness is established, the next challenge is fostering a desire to support and participate in the change. Leaders must address personal motivators and remove fears.
Example: Show employees how the change benefits them, whether it’s saving time, improving job satisfaction, or aligning with their values.
Knowledge involves equipping individuals with the tools and understanding they need to implement the change. This is where training and support come into play.
Example: Provide hands-on training sessions and interactive walkthroughs to ensure employees understand how to use new tools effectively.
Ability takes the knowledge step further by ensuring that individuals have the actual skills to perform their roles in the new environment.
Example: Offer on-the-job coaching, provide ongoing support, and use tools like VisualSP for in-app guidance to bridge any skill gaps.
Lasting change requires reinforcement. Leaders must celebrate successes, monitor progress, and address any backsliding behaviors.
Example: Use success stories and measurable outcomes, such as productivity improvements, to reinforce the value of the change.
The ADKAR model shines because it recognizes that change begins and succeeds at the individual level. By following this clear and structured approach, organizations can ensure that their people are not just informed but also engaged and equipped to succeed.
Effective change requires more than isolated efforts; it depends on aligning all aspects of an organization. The McKinsey 7-S model highlights seven critical elements that must work together to drive successful change:
Your strategy defines the plan for achieving your organization’s goals. It should be clear, actionable, and aligned with the change initiative.
Example: If your goal is to adopt a new customer relationship management (CRM) system to improve sales efficiency, your strategy might include targeted training for sales teams, phasing out the old system, and measuring progress through key performance indicators (KPIs).
Structure refers to the way your organization is set up, including reporting lines, team configurations, and departmental responsibilities. Changes to strategy often require adjustments to structure.
Example: Implementing a new CRM might require creating a dedicated team to oversee its rollout, ensuring both IT and sales are represented to address technical and user needs.
Systems are the processes and tools that drive your daily operations. When adopting new systems, ensuring that employees understand how to use them effectively is critical to the success of any change initiative. Misaligned systems or poorly supported tools can quickly derail progress, creating confusion and frustration across the organization.
Example: A company rolling out an enterprise application like Microsoft Teams might need to replace outdated communication processes with new workflows that leverage Teams’ collaboration features.
Pro Tip: To ensure employees adapt smoothly to new systems, consider using a Digital Adoption Platform (DAP) like VisualSP. It provides in-context guidance, such as interactive walkthroughs and on-demand support, embedded directly within the application. This approach reduces training time, minimizes confusion, and helps employees stay productive during the transition.
Shared values represent the core beliefs and principles that guide your organization. These values must align with the change initiative to foster buy-in and long-term success.
Example: If your company values innovation but employees perceive a new system as rigid or uninspiring, you’ll need to frame the change as a step toward greater creativity and efficiency to align with their values.
Style refers to the leadership approach and organizational culture. The way leaders communicate and demonstrate support for the change directly impacts its success.
Example: If your leadership team adopts a collaborative style, hosting regular feedback sessions during a change initiative can build trust and engagement. Conversely, a top-down approach might be more effective in environments where employees expect clear directives.
This element focuses on the people involved and their roles within the organization. Change often requires reassigning roles or hiring new talent to meet the initiative’s needs.
Example: Transitioning to a new enterprise software system may require appointing “super users” who act as on-the-ground champions for the change, offering peer support and insights.
Skills represent the competencies your organization needs to succeed. Any gaps in skills must be addressed through training, hiring, or outsourcing.
Example: If employees lack the technical knowledge to use a new CRM effectively, offering comprehensive training sessions or interactive walkthroughs can bridge the gap.
The McKinsey 7-S Model reminds us that no element operates in isolation. Strategy may be the starting point, but alignment across structure, systems, shared values, style, staff, and skills is what ultimately drives change success.
John Kotter’s model is a masterclass in creating momentum and sustaining change. It focuses on building emotional buy-in and guiding teams through a structured process to ensure success. This model is particularly effective for large-scale initiatives like digital transformations or cultural overhauls.
Before any change can take place, people must feel that it’s necessary. This step involves communicating the risks of inaction and the benefits of change in a compelling way. Use data, stories, or visuals to spark urgency and motivate action.
Example: “Our outdated processes cost us $50K monthly in inefficiencies. This is the wake-up call we need to improve.”
Assemble a team of influential stakeholders to champion the change. This coalition should include representatives from different departments, ensuring diverse perspectives and widespread buy-in.
Example: A company preparing for a new software rollout might involve IT leaders, department managers, and high-performing employees to drive adoption.
Clearly articulate what success looks like and outline the steps to achieve it. A strong vision gives the organization a shared purpose and direction.
Example: “Within six months, we aim to reduce manual tasks by 30%, freeing up time for strategic initiatives.”
Repetition and clarity are key. Use all available channels—meetings, newsletters, visual dashboards, and one-on-one conversations—to communicate the vision and its benefits. Address doubts and reinforce alignment frequently.
Example: Host monthly town halls to update employees on progress, using visuals like charts and timelines to show milestones achieved.
Identify barriers that could derail the change and work to eliminate them. These might include outdated technology, skill gaps, or misaligned incentives.
Example: If employees resist a new CRM system due to outdated computers, prioritize hardware upgrades as part of the rollout.
Quick victories help build momentum and sustain enthusiasm for the change. Highlight achievements, celebrate successes, and reward contributions to keep morale high.
Example: “After one month, the sales team has reduced lead processing times by 40% using the new tool.”
Don’t lose momentum after initial successes. Build on short-term wins by pursuing more ambitious goals and addressing larger challenges. Keep the guiding coalition active to maintain progress.
Example: Following a successful pilot phase, expand the new processes to additional teams, refining based on early feedback.
To make changes permanent, embed them into the organization’s culture. Recognize and reward behaviors aligned with the new processes, and ensure leaders model these behaviors consistently.
Example: Include metrics tied to the change initiative in performance reviews and share employee success stories organization-wide to reinforce positive outcomes.
Kotter’s 8-Step Model shines because it balances emotional engagement with practical action. By fostering urgency, securing leadership support, and reinforcing progress, it helps organizations navigate even the most complex changes successfully.
William Bridges focuses on the human side of change, emphasizing the emotional transitions people experience. His model outlines three distinct phases:
This is the phase where people say goodbye to the old ways. It’s natural for employees to feel a sense of loss, anxiety, or even resistance as they let go of familiar routines and habits. Leaders must approach this stage with empathy while maintaining a firm commitment to the change.
Example: A company transitioning from in-person meetings to a hybrid work model might see employees mourning the loss of face-to-face interactions. To ease this transition, managers could acknowledge these concerns and highlight the benefits of greater flexibility and work-life balance.
The neutral zone is a period of uncertainty and adjustment. Productivity often dips as employees adapt to new processes, and confusion can lead to frustration. However, this phase also presents an opportunity for innovation and growth if managed effectively.
Example: During a reorganization, employees might struggle to understand their new roles and responsibilities. Clear communication, training sessions, and tools like a Digital Adoption Platform (DAP) can provide the support employees need to navigate this ambiguity and regain their footing.
In this final phase, employees embrace the change and start building new habits and routines. Motivation increases, and the benefits of the change become more apparent. Leaders play a critical role in reinforcing these positive behaviors and celebrating progress.
Example: After adopting a new collaboration tool, employees begin using it seamlessly for daily tasks, noticing improved efficiency and communication. Leaders can reinforce this momentum by recognizing team members who excel in the new environment and sharing success stories across the organization.
The Bridges Transition Model reminds us that change isn’t just about processes or tools—it’s a deeply human experience. By understanding and addressing the emotions tied to each phase, organizations can lead their teams through transitions with confidence and care.
The Satir Change Model is all about emotions. Virginia Satir originally designed it to describe family dynamics, but its insights into human behavior make it a perfect fit for navigating organizational change. If you’ve ever been in the thick of a major transition and felt like you were riding an emotional rollercoaster, you’re not alone—this model explains exactly why that happens.
This is the calm before the storm. People are used to the current way of doing things, and even if it’s inefficient, it feels comfortable. It’s that “if it ain’t broke, don’t fix it” mindset.
Example: Your team has been using a clunky but familiar internal tool for years. No one loves it, but no one is actively demanding a change either.
The moment change is introduced, resistance kicks in. People feel threatened because the comfort of the status quo is being taken away. Anxiety and defensiveness dominate.
Example: Announce that a new project management software is coming, and you’ll hear grumbling: “Why do we have to learn something new?”
This is the most uncomfortable phase. Productivity drops, confusion reigns, and morale can plummet. It’s a critical juncture—support your team here, or they’ll abandon ship.
Example: In the middle of switching systems, deadlines get missed, and people complain about bugs or glitches. Without guidance, this chaos can derail the entire effort.
Things start to improve. People begin to understand the new processes, and small successes emerge. It’s like learning to ride a bike: wobbly at first, but increasingly steady.
Example: Employees start using the new tool effectively, and you see team leads sharing tips and shortcuts. Confidence is building.
Congratulations, you’ve made it to the other side. The change has become part of the team’s everyday routine. It’s no longer “new”; it’s just “how we work now.”
Example: A few months later, no one remembers the old system. Teams are more productive, and everyone wonders why they didn’t make the switch sooner.
This model is incredibly human. It doesn’t sugarcoat the emotional toll of change, but it offers hope that chaos leads to growth. By acknowledging and addressing each stage, you can guide your team through the turbulence and help them reach the new status quo stronger than before.
Nudge Theory is a subtle but powerful approach to driving change through small, intentional adjustments rather than sweeping mandates. Developed by behavioral economists, this theory leverages human psychology to guide individuals toward better choices without overtly restricting their options. Instead of forcing compliance, it reshapes the environment and decision-making context to make desired behaviors the path of least resistance.
People often stick with default settings because they’re the easiest choice. By setting the desired outcome as the default, you can encourage widespread adoption without requiring active decisions.
Example: Automatically logging employees into a new system upon login ensures immediate engagement with minimal effort on their part.
Highlighting that others are already participating can inspire action. When people see their peers embracing change, they’re more likely to follow suit.
Example: “80% of your colleagues have already completed their setup—join them today!” can encourage hesitant employees to take action.
Nudges are most effective when delivered at the right moment. A well-timed reminder can prompt individuals to complete tasks they might otherwise overlook.
Example: A pop-up reminder to update their profile during a system login ensures employees address this task at a convenient time.
Reducing complexity makes it easier for individuals to engage with and complete tasks. Breaking processes into smaller, straightforward steps minimizes confusion and boosts participation.
Example: An onboarding process broken into three clear, manageable steps can significantly improve completion rates compared to a lengthy and overwhelming procedure.
Nudge Theory respects people’s autonomy while gently steering them toward positive change. By leveraging small, strategic adjustments, organizations can reduce resistance and encourage smoother transitions. This approach is especially effective for behavioral changes, where creating an environment that naturally supports the desired action can drive long-term success.
Change management isn’t just about introducing new systems or processes—it’s about ensuring those changes stick. VisualSP makes this possible by providing a comprehensive Digital Adoption Platform (DAP) designed to simplify transitions and maximize employee engagement.
Interactive walkthroughs guide users through complex tasks directly within the application, ensuring that every step is clear and intuitive. These walkthroughs reduce confusion and help employees adopt new processes faster.
VisualSP provides 24/7 searchable, in-context help, allowing employees to find answers without leaving their workflow. This on-demand support reduces dependency on IT or managers, saving time and frustration.
Deliver timely and relevant messages with in-app notifications, banners, and pop-up alerts. These features allow you to communicate updates, reminders, or announcements seamlessly and ensure users stay informed.
With pre-built training materials for platforms like Microsoft and tools to create your own content, VisualSP makes it easy to meet the specific needs of your team. AI-assisted content creation further streamlines the process, ensuring relevant and effective resources.
Detailed analytics help you understand how users interact with enterprise applications, revealing compliance gaps or areas where additional support is needed. This insight ensures your team stays on track.
VisualSP provides detailed reporting to measure the impact of your change initiatives, including hours saved, productivity improvements, and return on investment. These insights prove the value of your efforts.
VisualSP integrates with leading platforms like Salesforce, Dynamics 365, ServiceNow, HubSpot, and many more. This ensures your team receives consistent support across all the tools they use daily.
VisualSP’s quick-start launch and intuitive platform ensure you can begin supporting employees with minimal delay. Implementation is straightforward, so you can focus on driving results immediately.
VisualSP is your trusted partner for navigating change. From guiding employees with interactive walkthroughs to measuring the success of your initiatives, VisualSP equips your organization with the tools needed for lasting transformation. Best of all, you can get started for free with our base package.
Change doesn’t have to be a mess. With the right model, the right tools, and the right mindset, you can turn resistance into results. Let’s go make it happen.
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