1.2 Evaluate underpinning theories of change management

This guide will help you answer 1.2 Evaluate underpinning theories of change management.

In the health and social care sector, change management is a structured approach to transitioning individuals, teams, and organisations from a current state to a desired future state. This involves people, processes, and technology. Evaluating theories of change management ensures that transitions are effective and beneficial. Below, we will examine a few prominent theories and their relevance in practice.

Lewin’s Change Management Model

Lewin’s model is one of the foundational theories in change management. It consists of three stages:

• Unfreeze: This is about preparing the organisation for change. It involves breaking down the existing status quo and overcoming resistance. Communication and involvement are critical at this stage.
• Change: During this phase, the organisation makes the transition to the new way of working. It’s essential to continue communication, provide training, and offer support.
• Refreeze: This is the stage where new changes are solidified into the culture. It includes establishing stability and making sure the changes are adopted in the long term.

Evaluation: This model is straightforward and easy to understand. It highlights the importance of preparation and consolidation. However, it might be too simplistic for complex changes often encountered in health and social care settings where constant adaptation is needed.

Kotter’s 8-Step Change Model

Kotter’s model is more detailed, consisting of the following steps:

1. Create urgency: Highlight the need for change.
2. Form a powerful coalition: Gather a team to lead the change.
3. Create a vision for change: Set clear directions.
4. Communicate the vision: Share the vision across all levels.
5. Remove obstacles: Identify and tackle barriers.
6. Create short-term wins: Set milestones to maintain momentum.
7. Build on the change: Encourage persistence.
8. Anchor the changes in corporate culture: Ensure new ways are sustained.

Evaluation: Kotter’s model is comprehensive with clear actionable steps. It’s suitable for larger organisations needing detailed guidance. However, it can be rigid, and the linear approach may not suit settings requiring agile responses.

ADKAR Model

ADKAR is an acronym representing five outcomes that need to occur for change to be successful:

• Awareness of the need for change
• Desire to support change
• Knowledge on how to change
• Ability to implement new skills and behaviours
• Reinforcement to sustain the change

Evaluation: This model focuses on individual change, making it highly relevant in health and social care where personal attitudes and skills greatly impact service delivery. It’s practical for assessing gaps in change efforts. However, its focus on individuals may not adequately address organisational behaviour as a whole.

McKinsey 7-S Framework

The 7-S Framework considers seven interdependent elements:

• Strategy: The plan to achieve long-term goals.
• Structure: The organisation of roles and responsibilities.
• Systems: Daily activities and procedures.
• Shared values: Core values and culture.
• Style: Leadership approach.
• Staff: Employee capabilities.
• Skills: Competence levels.

Evaluation: This framework helps in aligning key elements during change. The focus on cultural fit is essential in health and social care environments. It’s versatile but might be overwhelming if all elements do not align.

Bridges’ Transition Model

Bridges’ Model focuses on the psychological transition that people experience during change. It consists of three stages:

• Ending, Losing, Letting Go: Recognising and addressing resistance.
• The Neutral Zone: A time of confusion and distress but also creativity.
• The New Beginning: Acceptance and energy towards the future.

Evaluation: This model emphasises the emotional responses to change, helpful in health and social care where empathy is paramount. It aids understanding of people’s responses but may lack if organisational change processes are not addressed.

Final Thoughts

Each theory provides a different lens for evaluating and managing change. As a lead practitioner in adult care, selecting the most appropriate model requires considering the specific context and needs of your organisation. You may find that combining elements from different models creates a customised and effective approach. Consistent communication, training, and support remain at the heart of successful change management efforts, ensuring that transitions are smooth and sustainable in the long term.