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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

Change models

Unfreeze, Change, Refreeze - Lewis

Change curve - Elisabeth Kubler-Ross

ADKAR - Prosci

unfreeze change refreeze1
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
unfreeze change refreeze2
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
unfreeze change refreeze3
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
change curve
Change curve

Elisabeth Kubler-Ross

how might these models be useful in coaching
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