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Change models

Change models. Unfreeze, Change, Refreeze - Lewis Change curve - Elisabeth Kubler -Ross ADKAR - Prosci. Unfreeze, Change, Refreeze. Unfreeze, Change, Refreeze. Unfreeze Creating right environment for change Breaking down the existing status quo Develop compelling message

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Change models

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  1. Change models Unfreeze, Change, Refreeze - Lewis Change curve - Elisabeth Kubler-Ross ADKAR - Prosci

  2. Unfreeze, Change, Refreeze

  3. Unfreeze, Change, Refreeze Unfreeze • Creating right environment for change • Breaking down the existing status quo • Develop compelling message • Challenge the beliefs, values, attitudes, and behaviour • Difficult and stressful

  4. Unfreeze, Change, Refreeze Change/Transition • People begin to resolve their uncertainty and look for new ways to do things • People start to believe and act in ways that support the new direction • Takes time

  5. Unfreeze, Change, Refreeze Refreeze • Reinforce the change • Changes are used all the time; and that they are incorporated into everyday business • With a new sense of stability, employees feel confident and comfortable with the new ways of working • Celebrate success • Allow people to believe in new state and operate effectively

  6. Change curve Elisabeth Kubler-Ross

  7. Change curve

  8. ADKAR

  9. How might these models be useful in coaching? Imagine you're coaching someone entering a period of massive personal change - these tools might be useful to help them look ahead, de- risk, come up with action plans • Helps you to understand what stage the coachee might be in and therefore • Helps you to frame questions for coachee • Challenge some of their fears • Explore barriers • Possible use of visioning • Scenario exploration • Assisting leaders with planning for change, communication of change, anticipating behaviours they might experience as a result of change • Back/History and Forward/Consequences &Impact

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