How Executives Can Leverage Change Management Models

Change is hard in any context. Organizational change, in particular, can disrupt roles, routines, and entire systems, and often happens faster than people can adapt. Change management models help structure the process, reducing resistance and keeping transformation efforts on track.

Explore nine widely used change management models, learn how to choose the right one for your organization, and find out how an executive assistant (EA) can help.

What Is a Change Management Model?

A change management model is a framework for planning and implementing organizational change. It guides both strategy and execution while helping employees move from resistance to adoption. 

Which model works best depends on your business context, organization structure, and the nature of the change you’re navigating. Some change management tools suit rapid transformations, for instance, while others are better for highly regulated environments. The right one will provide clarity and direction across your company. 

How Does a Change Management Model Add Value?

Change management models turn abstract goals into actionable steps. They provide a roadmap during an uncertain time, helping leaders prioritize tasks and guide teams through disruption with clarity. An effective model outlines key stages of changes and offers a strategy to manage each one. In doing so it reduces confusion, increases alignment, and improves the chances of long-term success. 

An Athena Assistant can help manage organizational change, from model evaluation to implementation. They handle cross-team communication and logistics to keep everyone on the same page, and bring structure to complex new processes. 

9 Change Management Models for Successful Transitions

Here are nine solid frameworks for change management to keep your rollout on track. 

1. McKinsey 7-S Model

McKinsey’s 7 Stages of Change model details several core elements involved in organizational change:

1. Strategy: This is a clearly-defined plan that lays out what the company aims to change and how it will achieve it.
2. Structure: This covers how the company is currently organized, including key staff members, reporting hierarchies, and task distribution.
3. Systems: These are the day-to-day procedures that keep the business running, such as decision-making processes and performance reviews. IT tools and communication platforms also get included here.
4. Shared values: These are the foundational core values and guiding principles that influence its priorities and culture. 
5. Skills: These are the organization’s collective capabilities, including existing strengths and any skills gaps that may need to be addressed.
6. Style: This outlines the company’s management approach, covering how leaders communicate and engage with employees.
7. Staff: This is about the workforce composition, including headcount, development, and hiring practices.

This model is well-suited to complex transformations where you need to align multiple elements, or when businesses have large, intricate structures. 

2. Lewin’s Change Management Model

Developed by psychologist Kurt Lewin, this model breaks change down into three distinct steps:

1. Unfreeze: Identify what needs to change and why. This stage is about preparing employees for the transition by building understanding and managing early resistance. 
2. Change: This is the implementation phase where the organization introduces new processes or structures. 
3. Refreeze: Once teams adopt the change, the focus shifts to stabilization. The new state becomes the norm. 

This approach works best when change is relatively straightforward and when team structures are smaller. 

3. Nudge Theory

Nudge Theory takes a bottom-up approach to organizational change, focusing on encouraging employee buy-in by subtly influencing behavior. Instead of imposing rules, it reshapes the environment to make desirable choices easier, nudging teams in the right direction. Leaders also reinforce positive habits through small, strategic cues. 

This model is best suited for organizations seeking cultural or behavioural change, and where rigid mandates might face resistance. 

4. Kübler-Ross Change Curve

The Kübler-Ross Change Curve was originally developed to describe the stages of grief, but leaders can apply it to organizational change, too. It maps the emotional journey employees often experience during transformations:

1. Denial: Employees might resist or dismiss the change at first.
2. Anger: Frustration shows up as the reality of change sets in.
3. Bargaining: Team members may look for ways to avoid or negotiate the change.
4. Depression: Morale takes a hit as acceptance of the change feels challenging.
5. Acceptance: Employees begin to adapt and adjust to the new direction.

Looking at employees’ emotional reactions through this lens helps leaders empathize and offer the right support at each stage. This model is especially valuable for managing the human side of organizational change, where acknowledging and addressing feelings can significantly improve engagement and acceptance. 

EAs often have a front-row perspective of how team members are feeling day-to-day, as they interact closely with employees across levels. This insight lets them alert leaders to emerging challenges or morale shifts early, enabling more timely support that can ease the transition.

5. Bridges’ Transition Model

Bridges’ Transition Model also focuses on employees’ emotional experiences of change. It highlights three core stages:

• Ending, losing, and letting go: Employees begin by grappling with what they’re losing, such as routines, roles, and stability.
• The neutral zone: This is the period of transition, when established ways of working no longer apply but the new ones haven’t fully taken hold yet. It often involves a dip in productivity while employees navigate uncertainty. 
• The new beginning: Employees start to accept or even embrace the change and continue with renewed motivation. 

This model is ideal for organizations going through changes that disrupt identity or culture, such as leadership shifts, restructuring, or major strategic pivots. Its emphasis on the psychological transition can help build lasting commitment. 

6. Satir Change Model

Originally adapted from family therapy, the Satir Change Model explores how individuals emotionally respond to change through five key stages:

• Late status quo: Employees are settled in their habits and comfortable with their routines.
• Resistance: The introduction of change triggers pushback.
• Chaos: There’s confusion and frustration as employees grapple with uncertainty during the transition.
• Integration: Employees start accepting the change and adapting to new realities.
• New status quo: The change becomes normalized and stability returns.

This model is particularly useful in situations where team dynamics significantly impact success, or where transitions may become emotionally charged. 

7. The Prosci ADKAR Model

The Prosci ADKAR model focuses on driving change at the individual level and is structured around five goals:

• Awareness: Make sure every employee understands the reasoning behind the change.
• Desire: Build up personal motivation for supporting and participating in the transition.
• Knowledge: Provide the information employees need to understand their role in the change.
• Ability: Equip employees with the information and training needed to navigate the transition. 
• Reinforcement: Sustain momentum by recognizing wins and reinforcing new behaviors. 

Apply this approach when individual adoption is especially important or when introducing new cultural initiatives. 

8. Maurer’s 3 Levels of Resistance and Change Model

Rick Maurer is a change management consultant and author. His model provides a practical framework for understanding the different types of resistances employees may show during change:

1. “I don’t get it”: The first level of resistance stems from confusion, lack of information, or a misinterpretation of the situation.
2. “I don’t like it”: At this level, employees understand the change but fear instability or loss of control.
3. “I don’t like you”: This is when resistance is rooted in distrust of leadership or negative past experiences with change efforts. 

To manage employee resistance, Maurer emphasizes the importance of empathetic, transparent communication tailored to specific concerns. He encourages leaders to clarify the purpose of change and create space for honest dialogue. This model is especially effective in organizations where previous change initiatives have failed or where leadership needs to rebuild credibility. 

9. Deming Cycle (PDCA)

The PDCA (plan-do-check-act) cycle is a continuous improvement model designed to drive data-driven, iterative change. It emphasizes learning from outcomes and making incremental refinements to processes over time. Here’s how it works:

• Plan: Identify a problem or opportunity, set goals, and lay out your approach.
• Do: Put the plan into action and keep a close eye on progress.
• Check: Review results, gather feedback, and evaluate successes and failures.
• Act: Make adjustments based on this data. Standardize what’s working and run through the cycle again to improve what isn’t.

Choosing the Right Change Management Model for Your Organization

To choose the right model, start by understanding the type of change you’re leading. Consider its complexity, scope, and how it will affect the organization. Perhaps it’s a cultural shift that demands a people-first approach, or a structural transformation that requires a comprehensive framework. 

If your change spans multiple dimensions, you don’t need to stick to a single model. Many change management models can be used together to address different aspects of the transition. The best choice is one that aligns with your business goals and operating style. EAs can play a crucial role in the selection process, helping assess which models will resonate best with the organization’s culture and workforce.

Get Started With an Athena Assistant

Driving successful organizational change takes coordination and precision. For high-performing leaders operating a full capacity, managing every detail might be a challenge.

Athena Assistants are trained to support complex change, taking on the day-to-day execution so you can stay focused on the big picture. Backed by expert coaches, they bring advanced skills in communication, operations, and time management. 

If you want a strategic partner to help you manage organization change, get started with an Athena Assistant today.