Important Change Theories

Theorist	Model/Theory	Why Important
Beckhard & Haris (1977)	C = abc > x	How to heighten readiness for change; connects with Kotter re: urgency, vision, short-term wins.
Kotter (1996) Book: Leading change	Why Change Fails (How to help it succeed) Urgency Change Structure vision empowering others Short-term wins Consolidating improvements Institutionalizing new approaches (culture)	Because it examines failure. Because it develops the outline of a full system for change management, including systems change.
Lewin (1951)	Force-Field	Understanding forces in the personal or social life space that influence behavior. Also, cognitive and motivational aspects of learning.
Schein (1985; 1999)	Culture Levels of culture Artifacts Espoused Values Tacit Assumptions Consists of External Adaptation Issues Internal Integration Issues Deep Assumptions	Because talks about how org culture as a social field can be understood, how it is created, and how it ultimately changes. Changes in culture can influence changes in person.
Connor (1988; 1992) book: Managing at the speed of change: How resilient managers succeed and prosper where others fail book: Leading at the edge of chaos: How to create the nimble organization	Return on Change (RoC) Resilience/Nimbleness Human Due diligence Change Load Capacity < Adaptation > Change Load Notes: Managing at the Speed of Change Notes: Leading at the Edge of Chaos	Focus on results. Focus on reducing resistance by preventing it in the first place. Shift from resistence to resilience Change agent as strategic partner to sponsor
Kotter (1995)	Sources of "resistance to change"	Human sources of anxiety associated with change and how to help people move through transition.
Waterman, Peters & Phillips (1995)	7S Model	Highlights systemic interdependencies at organizational level. Shows how systemic structures must be aligned in order for change to occur.
Bridges book: Transitions: Making sense of life's changes.	Managing personal transitions Endings Neutral zone New beginnings	Highlights the importance of managing endings. Focus on personal transition, but has organizational application. Qualitatively gets at the real experience of being in the midst of change from the inside out.
Bunker / Alban book: Large group interventions: Engaging the whole system for rapid change	Large scale or whole system strategies for change. (Appreciative inquiry is not discussed, but this is one such strategy.)	Difference between incremental change and transformational change. Basically, alters the entire social field at one time. Premised on social construction theory.

Ashley Guberman, Organizational Development Resources