2.2 Summarise theories and models of change management

This guide will help you answer 2.2 Summarise theories and models of change management.

Change management is about preparing, supporting, and helping people, teams, or organisations adapt to new ways of working. In health and social care, change may involve new policies, technology, or ways of delivering care. Understanding different theories and models makes change smoother, reduces resistance, and helps positive results last.

In this guide, we cover the key theories and models that health and social care workers often use to guide successful change.

Lewin’s Change Management Model

Kurt Lewin introduced a simple way to understand change, called the three-step model. It helps organisations plan and carry out changes.

The three steps are:

• Unfreeze: Prepare staff for change by explaining why it is needed. Existing ways of working are questioned. Staff are encouraged to let go of old habits and get ready for something new.
• Change (Transition): The actual change happens. New processes, ideas, or systems are introduced. Training and support are vital at this stage. Staff might feel confused or worried, so good communication is important.
• Refreeze: The new way of working becomes normal practice. Changes are reinforced through policies, supervision, feedback, and continued support.

Key points: Lewin’s model shows that people need time and support to adjust. Skipping stages can lead to confusion or resistance.

Kotter’s 8-Step Change Model

John Kotter developed an eight-step method to manage bigger, more complex changes. This model is very detailed and helps to guide organisations through change using a clear structure.

The eight steps are:

1. Create a sense of urgency: Make people understand why change is needed now.
2. Build a guiding team: Gather a group with the power and enthusiasm to lead change.
3. Develop a vision and strategy: Set a clear vision and plan for the future.
4. Communicate the vision: Share the vision and reasons for change with everyone often and clearly.
5. Remove obstacles: Identify blocks to change and work to overcome them, such as lack of resources or low morale.
6. Create short-term wins: Set and achieve small goals to show progress and keep motivation high.
7. Build on the change: Use success to keep momentum and tackle tougher problems.
8. Make it stick: Embed the changes in everyday practice, policies, and culture.

Key points:
This model focuses on leadership, clear communication, and involvement from staff at all levels. Building on progress helps avoid slipping back into old habits.

ADKAR Model

The ADKAR model is practical and easy to remember. It was created by Prosci to focus on individual change, which combines to create successful organisational change.

ADKAR stands for:

• Awareness of the need for change
• Desire to take part in and support the change
• Knowledge about how to change
• Ability to use new skills and behaviours
• Reinforcement to keep changes in place

Each step must be in place for change to be successful.

Key points:
If staff lack awareness or desire, change will not work. Support and training build skills. Reinforcement—like praise, supervision, or rewards—makes change last.

The Kubler-Ross Change Curve

This model, first developed to describe emotions linked to grief, is helpful for understanding people’s reactions to change. People often progress through stages before accepting new ways of working.

The main stages are:

• Shock or denial
• Anger or frustration
• Bargaining (trying to avoid change)
• Depression or low mood
• Acceptance and moving forward

Key points: Staff may feel anxious, angry, or overwhelmed during change. Recognising these feelings and providing support helps people move towards acceptance.

The McKinsey 7-S Model

The McKinsey 7-S Model explains that change needs balance across seven connected areas. Focusing on only one area, such as systems or structure, is not enough.

The seven ‘S’s are:

• Strategy: The plan for change
• Structure: How teams and people are organised
• Systems: Processes, policies, and procedures
• Shared Values: Organisation’s core beliefs and culture
• Style: Leadership approach
• Staff: Employees and their skills
• Skills: Knowledge and abilities throughout the organisation

Key points: Everything is linked. If one area changes, the others must too. For effective and lasting change, all seven factors need to support the new way of working.

Bridges’ Transition Model

William Bridges focused on the emotional impact of change. He stressed that change and transition are different. Change is what happens outside, like a new policy. Transition is the inner process people go through.

Three stages:

• Ending, losing, letting go: Staff feel losses and may resist
• The neutral zone: Uncertain period, low morale or confusion may happen, but it’s also a time for new ideas
• New beginning: Staff start to embrace the change

Key points: Ignoring feelings about change can lead to failure. Leaders help by acknowledging emotions and providing reassurance.

Force Field Analysis

This is a simple tool to map out forces for and against change.

Process:

• List factors pushing for change (driving forces), such as new laws or better care
• List factors resisting change (restraining forces), such as staff anxiety or lack of training
• Find ways to strengthen drivers and weaken resistance

Key points: Helps organisations focus resources where they will make the most difference.

Action Research Model

This model treats change as an ongoing cycle of planning, acting, observing, and reflecting. It is especially useful in care settings where teams test small changes and learn from results.

Process:

• Identify a problem
• Plan a solution
• Try it out
• Observe what happens
• Reflect and adjust

Key points: Continuous improvement and feedback are central. Teams stay involved, which builds ownership and practical skills.

Summary Table: Main Features and Use

Model/Theory	Key Features	Best Use
Lewin’s Three-Step Model	Unfreeze, Change, Refreeze	Simple change, smaller settings
Kotter’s 8-Step Model	Urgency, vision, short wins, embedding	Big, planned organisational change
ADKAR	Focus on individual change and readiness	Workforce-focused change, personal support
Kubler-Ross Change Curve	Emotional reactions to change	Managing reactions, supporting staff morality
McKinsey 7-S	Links strategy, culture, systems, skills	Whole-organisation change, aligning all areas
Bridges’ Transition Model	Stages of psychological transition	Changes affecting staff feelings and confidence
Force Field Analysis	Identify drivers and barriers	Planning how to strengthen change, reduce resistance
Action Research Model	Continuous cycles, testing & learning	Ongoing improvement, involving staff directly

Using Theories and Models in Practice

Knowing about these theories and models helps you see change from different angles. The right model depends on the situation—some are better for planned, wide changes, others for ongoing improvements or emotional challenges.

Applying these models leads to better planning, more informed communication, and greater staff involvement. This reduces resistance and helps change succeed—meaning better outcomes for people who use services.

In your role, you can use these ideas to:

• Understand how people might react to change
• Plan support or training
• Communicate in ways that reduce worry
• Involve staff and people who use services in every stage of change
• Recognise success and help new ways become part of daily life

Using a mix of these theories in day-to-day work will support both staff and people who use services, making change a positive experience for all.