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Approaches and models for change management

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 Jagiellonian Journal of Management
vol. 3 (2017), no. 3, pp. 195–208
doi:10.4467/2450114XJJM.17.014.9785
www.ejournals.eu/jjm

Approaches and models for change management

Maciej Teczke1   https://orcid.org/0000-0002-1989-6965

The Jagiellonian University in Kraków, Institute of Economics, Finance and Management

Roza Sansyzbayevna Bespayeva2   https://orcid.org/0000-0002-3955-9237

Karaganda Economic University of Kazpotrebsoyuz, Kazakhstan,
Department of Management and Innovations

Roza Olzhabayevna Bugubayeva3   https://orcid.org/0000-0002-3648-8365

Karaganda Economic University of Kazpotrebsoyuz, Kazakhstan, Department of Economic
Theory and State and Local Government

Abstract
Change management is currently one of the most sought-after business management tech-
nologies. Often, change management is called the most difficult part of a managerial work,
which requires great skill. This is particularly relevant in the context of modern business,
when deep, almost constant changes are in principle considered a factor that is very im-
portant for a company to adapt to the changing demands of the market and the glob-
al economic situation. The purpose of the article is an analysis of approaches and models
of change management. To achieve it a literature review was carried out. Article describes
main differences between ADKAR, EASIER, Lewin’s model of change and Nadkar twelve
steps approach to name a few. Analysis led to the conclusion, that it is impossible to pick
the best approach to change management. Each approach to change management draws
attention to different aspects of this issue but at the same time they do not exclude but
complement each other. Change management models focus, to a large extent, on the
practical process of this management area.

Paper type: conceptual article

Key words: change management, approaches to organizational change, change manage-

ment models.

1
 [email protected]
2
 [email protected]
3
 [email protected]

Approaches and models for change management 195

 Introduction

Change management is currently one of the most sought-after business manage-

ment technologies. Often, change management is called the most difficult part of
a manager activity, which requires complex skills. This is particularly relevant in the
context of modern business when deep, almost constant changes are in principle
considered a factor that is very important for a company to adapt to the changing
demands of the market and the global economic situation. Change management
has evolved over the past several years with change management models, processes,
and plans developed to help ease the impact change can have on organizations.
The article is an attempt to organize knowledge in the field of change
management and presents the main models related to this issue. To achieve this
goal, an analysis of the literature on the subject was made, focused on approaches
and models, on the basis of which effective change management is carried out.

1. Change management – definition

There is a large body of literature from several disciplines about change management
and what makes it succeed. It is a complex topic with many contradictions. Nota-
ble to organizational change theory are an institutional theory, neo-institutional
theory, organizational ecology theory, evolution theory and political theory.
Even though the world has changed ever since Lewin has published the model
in 1947, it is still extremely relevant and the foundation of several other new models
(Newstrom & Davis, 1985). This three-step model was for many years the domi-
nant framework (Todnem By, 2005). Ever since its formulation, the theory has been
reviewed and adapted, with stages being divided to make more precise steps. For
example, Bullock and Batten (1985) developed a four-stage model: exploration,
planning, action, integration.
Building on the work of the early theorists, change has been consistently con-
ceptualized in two basic ways. The first sees change as a rational, strategic process
where the organization chooses a new course of action and adapts to change. The
second approach views change as an evolutionary selection, where organizations
typically resist the change happening around them (Flood & Fennell, 1995). This is
parallel to earlier viewpoints – organizations adapt through strategic processes, or
they fail to see the need for change and are replaced.
Wiggins (2008) cites flawed maps of change, complex problems, superficial solu-
tions, misunderstanding resistance, and misuse of knowledge about change manage-
ment process as the main challenges in the change management process. Change
management cannot be an ad hoc performance but is a crucial skill for leaders and
managers. It should be a structured process of managing people, processes and

196 Maciej Teczke, Roza Sansyzbayevna Bespayeva, Roza Olzhabayevna Bugubayeva

technology in response to the changing environment, so as to align business strate-
gies with external changes and keep competitive. Leaders should become role mod-
els and demonstrate what is expected from employees in relation to the change. This
is consistent with social learning theory and the concept that people learn through
observation of others. The move from resistance to acceptance goes through stages,
and there should be the ongoing support that reflects those stages. The first reaction
is commonly disbelief and a strong need for accurate information. Later people go
through a number of emotions – anger, loss feelings, depression, for example, and
they need a different kind of support. When they reach the change acceptance phase
they need to find their own way of making the necessary changes, and they may
need support while doing this. At all stages, there should be clear communication of
the vision, the desired changes, and the advantages that the change will bring.
Anyieni, Bcom, and Campus (2013) further argues that change management
means to plan, initiate, realize, control and stabilize change processes on both cor-
porate and personal levels. Nickolas (2006) argues that the task of managing change
includes its impact on people, and many managers find this difficult. Change may
cover such diverse problems as strategic direction or personal development pro-
grammers for staff. Strategic, technological, and structural changes, as well as
changes in attitudes and behaviors, are all aimed at competitiveness and viability.
Another key element is to have the suitable and updated technology, from the
start of implementation, through monitoring during the process, and in the final
evaluation. This is very expensive, and financial strength is essential (Senge, et al.,
1999). However, technology can also reduce cost. Training in skills and professional
development of the IT workforce is critical and it is an important driver of ERP
(Enterprise Resource Planning). Technological change may be either incremental
(gradual changes over time made for general improvement) or breakthrough (ma-
jor change due to new advances), which applies new knowledge to existing prob-
lems. It is likely to lead to new jobs, and to old jobs being phased out. A business
that does not keep up with technological advances will fail sooner or later.
Willingness to change means flexibility, but unforeseen events at any point in
the business process make that difficult (Kotter, 1995). Good management of in-
formation flow will reduce, but not eliminate, unforeseen events. Kotter (1995) ob-
serves that other initiatives, such as total quality management, rightsizing, restruc-
turing and cultural change are also forms of change management. Kotter (1995)
produced an eight-step model:
−− establishing a sense of urgency,
−− creating a guiding coalition,
−− developing a vision and strategy,
−− communicating the change vision,
−− empowering employees for broad-based action,
−− generating short-term wins,
−− consolidating gains and producing more change,

Approaches and models for change management 197

 −− anchoring new approaches in the culture.
Kanter, Stein, and Jick (1992) argue that the first step to implementing change
is building coalitions of stakeholders, including employees and sponsors, such as
local authorities whose support is essential. A leader has to be able to influence
others, create a vision and then communicate, empower people, and build teams to
make the vision happen.
Aladwani (2001) postulates that the tools of management of change are leader-
ship, communication, training, planning, and incentive systems, which can all act
as levers and can move great obstacles with a minimum of effort when applied cor-
rectly. Organizational change can occur at different levels which require different
change strategies and techniques (Goodstein & Burke, 1991):
−− changing the individuals who work in the organization,
−− changing organisational structures and systems,
−− directly changing the organizational climate.
Meyer and Rowan (1977) point out the need to sustain those parts of the busi-
ness that are working well while making changes. Daily essential tasks must be
maintained while addressing fundamental change. The changes within the com-
pany reflect changes in the wider social, economic, political and technological
environment, and organizations need to respond to those changes. The necessary
internal restructuring is likely to be strategic or “mould-breaking.” The mould that
needs to be broken is the rigid, autocratic, bureaucratic approach to organization
and management.
Burnes (2000) noted the importance of responding to change in consumer
preferences, which may be simply due to fashion. Rumours can also make a dispro-
portionate difference; if it is suggested that a product or type of product is harmful
in any way, even if there is no basis in reality. A lot depends on customer belief, and
no organization can succeed without customers. An in-depth knowledge of their
behavior is vital if their wants and needs are to be satisfied. Specific markets or seg-
ments of markets need to be targeted in order to provide a focus for the marketing
effort. In order to understand the behavior of consumers, one must understand
who the customers are, what they buy, how they buy, and when they buy. Each
customer market has particular features which can be identified through careful
analysis.
There are concrete reasons for accelerated growth in the change management
industry. Products, technology, or ideas that used to take years to design, develop,
test, and deploy are now being squeezed down to months or even weeks. The evolv-
ing consumer expectations for better, faster, and cheaper products also drive the
need to reorganize the work culture to meet demand. Books touting these concepts
run from the obvious, such as Change the Culture, Change the Game by Connors
and Smith (2011), to Deutschman’s (2007) dire call to action in Change or Die, An-
derson and Anderson’s (2010) Beyond Change Management, and Conner’s (1993)
Managing at the Speed of Change. In addition, models and certifications from The

198 Maciej Teczke, Roza Sansyzbayevna Bespayeva, Roza Olzhabayevna Bugubayeva

Association of Change Management Professionals have come to life in support of
this growing industry.

2. Change management approaches

Central to the concept of change management is the idea that all changes in the
organization affect not only the basic and auxiliary processes, but also the staff.
The concept suggests that it is possible to create a reproducible model of successful
change and that there are specific processes and tools that allow you to implement
change effectively.
With effective change management, a high-tech enterprise can gain the follow-
ing competitive advantages:
1. Creating a unified organizational approach to change, implying the estab-
lishment of all processes, the use of necessary tools, the formation of a uni-
fied system of goals.
2. Reducing resistance to change, which results in avoiding a drop in producti-
vity and the occurrence of conflicts.
3. Consistency and sustainability of changes, accelerated learning, the ability
to continuously improve the processes of introducing changes and develo-
ping an organizational development strategy.
At high-tech enterprises, creating a model of successful changes, implying spe-
cific processes and tools that allow you to implement changes effectively, depends
on the direction of activity, strategy, methods of doing business and can include
various approaches and models of change management, the classification of which
is quite extensive.
By the type of change, there are two radically opposite approaches to manage-
ment: revolutionary and evolutionary.
The first – a revolutionary approach – provides for a fundamental change in
processes, calling into question the established methods and foundations, thereby
achieving the optimum state of affairs. This approach is also called reengineer-
ing. The focus of the approach is determined by the radical growth of indicators,
and its application is peculiar only in situations whose solution requires extreme
methods.
The second approach – an evolutionary – includes changes which occur within
the organizational development. The approach is based on systemic improvement
aimed at increasing the efficiency of the company by changing the established
norms and values. The implementation of evolutionary development is based on
the modification of the structures and processes underlying the activities of the
organization.
Change management can also be classified according to the direction of change.

Approaches and models for change management 199

 There are the following approaches:
−− “Theory O.” From the point of view of theory, an organization is an evolving
learning system. Changes are aimed at developing organizational compe-
tencies and abilities. The approach focuses on the behavioral aspects of the
organization and is focused on bottom-up changes. The application of this
theory is most likely in the absence of urgent problems requiring immedia-
te action.
−− “Theory E.” The approach involves changes affecting the structure of the or-
ganization, the main focus of which provides economic performance. The
main aspect of the theory is the implementation of leadership from top to
bottom, which allows you to focus on elements that are able to focus on the
rapid achievement of effect. Application due to cases where the decision
must be taken immediately.
Classification of change management approaches can be based on the principle
of temporal changes. From this point of view, approaches are considered: “changes
as a project” and “changes as a constant part of the component”.
One approach regards change as a project. In this case, the changes are assumed
to be a one-time action with a clearly defined start and end dates of the project,
with a clear and transparent result. The approach is used when significant changes
in the company’s strategy are necessary, as well as the restructuring of the busi-
ness model caused by mergers or acquisitions. The advantage of the project is its
concreteness, focusing on important management tasks. The disadvantages of the
approach include the risk of a gap between the objectives of the implementation of
the strategy and the objectives of the project for managing change, and the likeli-
hood that after the end of the project the company may not be ready for further
transformations and an evolutionary continuation of development: to do this, it is
necessary to launch a new project.
The second approach to change management is that the company and its em-
ployees develop the ability and willingness to change. This work is carried out con-
tinuously, without time limits and regardless of specific projects. This process is
aimed at the long-term development of the company and is not a solution to any
specific problems, but rather an investment in the development of human resourc-
es. The main risk in this case is the loss of connection with specific business prob-
lems, when abilities develop, and changes do not occur.
In addition to the above, approaches to change management can be viewed
through the prism of managing the development of an organization.
It is necessary to distinguish between approaches to development manage-
ment in those settings that determine the nature of planning, organization, man-
agement and control.
There are the following signs of distinguishing approaches to development
management:

200 Maciej Teczke, Roza Sansyzbayevna Bespayeva, Roza Olzhabayevna Bugubayeva

 −− The subject of development management. On this basis, it is established
who is the subject of the organization. On the basis of the definition, two
approaches to management are distinguished: administrative, that is, deci-
sions are made only by management, or participatory, and the labor collec-
tive is involved in making decisions.
−− Orientation management. The sign allows determining the focus of the ma-
nagement of the organization. Process-oriented management sets as its goal
the development of innovations, without imagining what, there will be im-
provements after implementation. Target management believes that you
first need to determine the desired result, and then develop an innovation
that allows you to get it.
−− Integrated management. Allocate autonomous control, the purpose of
which is the development of various innovations occurs independently and
system management, when innovation is part of the implementation of
a complex project.
−− Type of management response to changes requiring solutions. The reacti-
ve control allows you to react to irreversible changes that have already oc-
curred.
−− The opposite is the advanced management, which allows developing an ac-
tion plan for future changes, forecasted. In addition to the approaches to
change management in high-tech enterprises, it is advisable to use differ-
ent models.

3. Change management models

One of the dominant perspectives within “planned approaches” to change is

a Lewin’s (1951) model of change, which argues that change involves a three-stage
process:
−− unfreezing current behavior,
−− moving to the new behavior,
−− refreezing the new behavior.
Unfreezing means that old ideas and practices need to be cast aside so that
new ideas can be learned. It basically means to have an open mind and flexibility
to accept new changes. It’s getting rid of old practices and accepting new challeng-
es. It’s basically breaking the current comfort zone and getting ready for a change.
So a manager must help employees clear their minds of old roles and old proce-
dures. Only then they will be able to embrace new ideas. The Unfreezing stage is
probably one of the more important stages to understand in the world of change
we live in today.

Approaches and models for change management 201

 Moving to the new behavior (changing) is a step in which new ideas and
practices are learnt. This process involves helping an employee think reason and
perform in a variety of new ways. It can be a time of confusion, disorientation,
overload and despair. Patience is very important at this point. There should be
hope, discovery and excitement to overcome to overcome all chaos and enter
a new mode of development.
Refreezing means that what has been learned is integrated into actual practice.
The new practices become emotionally embraced and incorporated into the em-
ployee’s routine behavior. Successful on-the-job practice they must be the ultimate
goal of the refreezing step. In this step, the emphasis is on stabilizing the work pro-
cess after rapid change transition (Lewin, Internet resource).
It is this concept that is fundamental to change management and to form a basic
understanding of the process of change.
Nadler (1997), has developed a management framework of twelve action
steps which is helpful for managers and executives to apply at every level of hi-
erarchy during the change process. This is immensely helpful for leading and
managing change at every corner of the organization. The twelve action steps are
as follows:
−− get the support of key power groups,
−− get leaders to model change behavior,
−− use symbols and language,
−− define areas of stability,
−− surface dissatisfaction with the present conditions,
−− promote participation in change,
−− reward behaviors that support change,
−− disengage from the old,
−− develop and clearly communicate an image of the future,
−− use multiple leverage points,
−− develop transition management arrangements,
−− create feedback.
Kanter et al. (1992) have done a wonderful research on organization change
and proposed Ten Commandments on how to plan a change process, which are:
−− analyze the need for change,
−− create a shared vision,
−− separate from past,
−− create a sense of urgency,
−− support a strong leadership role,
−− line up political sponsorship,
−− craft an implementation plan,
−− develop enabling structures,
−− communicate and involve people,
−− reinforce and institutionalize change.

202 Maciej Teczke, Roza Sansyzbayevna Bespayeva, Roza Olzhabayevna Bugubayeva

 Kotter (1995) has designed an extremely helpful model (Eight-Step Change Model)
to understand and manage change. Each step in the model is characterized by the key
principle, in which people see, feel and then change. Kotler (1995) explained them
as principles of response and approach to change. These are explained descriptively
in his highly appreciated book Leading Change. Kotter’s Eight-Step Change model
is considered one of the world’s best change management models. It has simplified
the change process immensely and concluded that every successful change effort is
messy and full of surprises. Managers have to view the change process in a see-feel
view where major problems in the process are highlighted and thereby easily solved.
Ghoshal and Barlett (1996) argue for the importance of sequencing and im-
plementation of activities in a change process. The interrelated change phases are
(Ghoshal and Barlett’s Model):
−− Rationalization: Streamlining company operations.
−− Revitalization: Leveraging resources and linking opportunities across the
whole organization.
−− Regeneration: Managing business unit operations and tensions, while at the
same time collaborating elsewhere in the organization to achieve perfor-
mance.
They claim that while change is often presented as difficult and messy, there is
nothing mystical about the process of achieving change with effective strategies fol-
lowing the rationalization, revitalization and regeneration sequential process (As-
wathappa & Reddy, 2009).
Pendlebury, Grouard, and Meston (1998) have presented the Ten Key Factors
Model which can be adapted to any particular change situation. All these keys may
be needed to be implemented either simultaneously or separately based on the
change process. The ten keys are as follows:
−− define the vision,
−− mobilize,
−− catalyze,
−− steer,
−− deliver,
−− obtain participation,
−− handle emotions,
−− handle power,
−− train and coach,
−− actively communicate
Model of changes  – Force field  – is based on the analysis of factors (forces)
that may contribute to changes or, on the contrary, inhibit them. It is assumed that
under any conditions there are two groups of forces: driving and restraining, and
these forces are possible both inside the organization, for example, in the behavior
of people, in resources, and outside it – in the processes that occur in the country.
The structure of the model is shown in Figure 1.

Approaches and models for change management 203

 Figure 1.  The force field change management model.
Source: own drawing

Huy (2001) categorizes change into for ideal types:

−− Commanding: Commanding change intervention is one where the time
period is short term, abrupt and rapid. Change is usually implemented
by senior managers who demand compliance from organizational mem-
bers. Changes may well include downsizing, outsourcing and divestments.
−− Engineering: This model is oriented toward a medium – term, relatively fast
change perspective and often assisted by work design analysts who assist in
changing work and operational systems. The change agent act as a catalyst
in this process.
−− Teaching: This model takes a more gradual, long-term organizational chan-
ge perspective. Assisted by outside process consultants, staffs and taught how
to probe their work practices and behaviors to reveal new ways of working.
−− Socializing: This intervention is also gradual and long-term. It sees chan-
ge as developing through participative experimental learning based on self-
-monitored democratic organizational processes.
Each ideal type has its limitations. The commanding approach may lead to re-
sentment and rarely produces lasting behavioral change. The teaching approach is
very individualistic and may not be aligned with corporate strategic objectives.
Another model – ADKAR – is a practically oriented model of change, consist-
ing of five consecutive steps:
−− Awareness of the need for change. The reasons for the change are described
at this stage.
−− Desire and willingness to change. At the stage, a decision is made to sup-
port these or other changes, which are achieved only if they are understood
as necessary.
−− Knowledge of how to change. At this stage, knowledge is formed about how
exactly it is necessary and should be changed, and also contains the kno-
wledge and skills necessary for changes.
−− Ability to implement change. The stage involves the demonstration of the
applicability and attractiveness of changes, as well as the identification of
barriers that may prevent change.

204 Maciej Teczke, Roza Sansyzbayevna Bespayeva, Roza Olzhabayevna Bugubayeva

 −− Providing support for change. Here, special attention is paid to efforts to su-
pport change. Their stabilization and adoption are achieved through fee-
dback, reward, performance evaluation and corrective action.
High-tech enterprises introducing changes in the production process must go
through all phases of changes in order for the ADKAR model to be effective (Figure 2).

Figure 2.  Model ADKAR.

Source: based on Hiatt, 2006, pp. 43–62.

The EASIER model is a change management model. This model is used to ana-
lyze the strategy, it is applicable in a situation of any complexity associated with the
changes and is shown in Figure 3.
The model includes six elements. The elements of EAS (creation of vision, ac-
tivation, support) are more behavioral, and the rest – IER (implementation, provi-
sion, recognition) are related to issues of the system and processes (Hussey, 2000).
With regard to high-tech enterprises, the elements of the EASIER model imply
the following:
−− Creating a vision – an understanding that changes resulting from project
implementation will provide competitive advantages in the industry.
−− Activation – the creation of a project team of employees convinced of the
need for implementations, the creation of cooperation for the development
of the project.
−− Support – finding and convincing investors of the need to invest in the project.
−− Implementation – writing R&D on the subject of the project, the creation
of prototypes.
−− Providing – carrying out monitoring of activity, drawing up reports on the
performed works.
−− Approval, recognition.
−− Project implementation.

Approaches and models for change management 205

 Figure 3.  Model EASIER.
Source: based on Hussey, 2000, p. 74.

Conclusions

It should be noticed that none of the approaches and models for a change manage-
ment is the ideal one. The choice of a particular approach should be based on con-
sideration of real conditions, as well as when integrating several models.
Thus, for the correct implementation of changes, it is necessary, first of all, to
assess the specific situation and desired results, as well as learn how to correctly
manage changes based on the approaches and models considered. A special role
is given to the creation of high-tech enterprises engaged in the design, develop-
ment and production of competitive products with a high degree of knowledge-
intensiveness and novelty, and, as a result, ensuring the country’s leading position
in the world market.
All of the models listed have a unique approach to change management,
emphasizing different aspects of the issue. Therefore, these models should be
considered in terms of complementarity and not opposites. Due to its complexity,
change management requires knowledge of different perspectives, models and
approaches. The aim of the article was to confront these approaches, which allows
to see both differences and similarities in the presented views.

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Notes about the Authors

Maciej Teczke, Ph.D.  (2017)  – Assistant Professor in the Institute of Economics, Finance
and Management at Jagiellonian University in Krakow. His current research interest includes
dynamic capabilities, resource-based view, organizational change.

Bespayeva Roza, Ph.D. (2018) – Senior Lecturer of the Department of Management and In-
novation of the Karaganda Economic University of Kazpotrebsoyuz. Her research interests
include strategic management in the field of tourism, as well as issues of regional tourism
development and related regulatory measures; government support single-industry towns;
management of the innovative environment of the company town; integrated development;
territory of advanced development.

Bugubayeva Roza – Candidate of Economic Sciences, Professor of the Department of Eco-

nomic Theory and the State and Local Administration of the Karaganda Economic Univer-
sity of Kazpotrebsoyuz. Her research interests include economic theory, diplomatic consulate,
economic security; entrepreneurship; strategic management in tourism; government support
single-industry towns; management of the innovative environment of the company town.

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