What is Change Management Process: Steps, Models, Examples and Best Practices

What Is Change Management?

In today’s progressive business environment, businesses experience some challenges. In particular, they include changes in laws and regulations, market entrants, the first-mover tech world, corporate hierarchies, economic trends, etc. Thus, “change” is essential for their competitiveness and success.

For growing companies, change management is a strategic practice. Furthermore, it is a methodology that modifies an organisation’s internal and external processes. These processes include guiding the practitioners to make sufficient changes in ease that are actually challenging. It also involves setting the required steps to be taken and monitoring both before and after measures are taken to meet targets.

It matters whether it equips employees with the required skills and knowledge and prepares them to adopt the changes. In nature, the changes can be transitional or transformational.

Transitional Change-  Transitional change is a category of change management that refers to a shift from an older to a new or modified version. In this stage, the companies usually dismantle the earlier state and set up a new one. The new state makes the organisation stay competitive and profitable. For instance,

1. Amazon has replaced petrol and diesel vans with an electrified delivery fleet.
2. Software migration, etc. 

Transformational change-  This category of change is a little more complex than the first one. Here, organisations are adopting new and fresh policies and solutions. Moreover, transformational change occurs when an organisation is making fundamental changes in its operation. For instance,

1. Launching a new software solution.
2. Adopting an automation process, etc. 

What is the Change Management Process?

The change management process is the blueprint that guides an organisation from the “need for change” to “the functional endpoint”. An appropriate change management process is not rigorous; it is rather yielding enough.  The process makes changes in its operations, working individuals, and teams for a better future state with ease.  Moreover, it is vital because it facilitates the required transition with the least hassle. 

The change management process passes through the 5 key steps: planning, crafting, implementing, embedding the change culture, and finally reviewing the entire process.

5 Critical Steps in the Change Management Process

Step 1: Prepare the Organisation for Change

First of all, to implement the change effectively, an organisation has to be well prepared. The organisation must have a strategic mindset that will highlight the urgency for change. Moreover, a calculated preparation helps lay more ground for a new mood of ideas and behaviour. 

In this phase, the leaders can express the reasons for the change. This could stem from competitive pressure, technological changes, decreasing or changing performance metrics, or new strategic priorities. The objective here is to alert employees to the context. 

At this point, a readiness assessment is also a good approach. This helps leadership know where there will be the most resistance to change front, which teams are already on board with the direction, and where there will be further needs to provide additional support. The better an organisation is prepared, the easier it can usually move on to the next step.

Step 2: Craft a Vision and Plan

Once the preparation for change is done, the next step in this process is to develop a clear vision of what the organisation should be. It guides us through the whole length of change. And without that mission, there is nothing real to work towards. Consequently, confusion and resistance soon fill the space.

A powerful vision statement raises some of the crucial questions, such as where and why we are going. How will we measure success? And who is responsible for that? The responses to the questions may be involved in developing a change management plan. These outline specific milestones, timelines, communication strategies, training requirements, and risk mitigation measures.

A few senior leaders do not create and then foist the vision on others. Engaging key stakeholders throughout the process in shaping the vision leads to much better buy-in and a more realistic plan. Individuals are much more likely to support new ideas when they feel their voices are heard during the planning stage. 

Step 3: Implement the Change

The implementation or execution brings the plan into the real world. It's often the most labour-intensive aspect of an organisation’s path. This is where organisations that take on the heavy lifting of actually implementing change for the benefit of their own self.  Whether that means bringing new tools into the job environment, reorganising teams, realigning processes, or changing cultural norms. 

But implementation also requires continued communication between the leaders and the followers. Leaders need to be clear about periodic progress updates, celebrate early wins, and confront problems that have occurred. It feels supportive to workers. And when you do, they feel like they no longer have to go through the change alone. Moreover, they might also take that as strong visible leadership on their side, each step of the way. Essentially, at implementation, practitioners need training. 

So, as far as you go, telling people things are changing is not going to do. They will also need to know how their roles will be affected and how they could perform their new tasks. Any initiative with a thorough plan and proper implementation simply can not stand the test of time. Unless such an organisation is given specific training, it can be inefficient. At last, it is crucial to change managers as you have planned to. There will be hurdles, and the squad needs to adapt the plan, but not lose sight of the bigger picture.

Step 4: Embed Change into Culture

Some organisations announce triumph prematurely. That’s one of the reasons why change efforts fail. A change has the potential to stretch out, but unless it is consciously incorporated into the company culture. Employees often fall back into old patterns over time. Holding internal habits and reinforcing new behaviour through acknowledgement, reward systems, performance measurements, and leadership role models are what embeds change across the organisation.

When seniors can model new behaviours, which are linked to incentives, junior employees are much more likely to commit them. Not only that, but updating the policies, procedures, and onboarding programs that ensure a new state, as well as become deep-rooted.

When leaders can model new behaviours themselves, and the new behaviours are linked to incentives, employees are much more likely to commit. In addition, updating the policies, procedures, and onboarding programs to ensure the new state, as well as becoming entrenched with future staff, helps. Furthermore, it ensures that the next generation of staff learns and applies it. Culture change is slow and ongoing. But in the end, it is important whether a change initiative is lasting or not. 

Step 5: Review Progress and Adjust

The last stage of Change Management is to determine whether the change activity has been implemented and also what it set out to do during the planning phase. This review, a post-implementation review or project retrospective, is a very helpful lesson to enhance things to try and bring things on in future change projects. 

The organisations should analyse their key performance indicators and infer employee feedback from them. They gather data to evaluate whether or not any of these changes had their expected effects on businesses. It then gathers information to ascertain how well these changes performed in terms of the desired business results. To make future changes, one always needs to learn from the feedback. Then, teams should detail what was successful and what was not.  

After reviewing and adjusting the entire process, ongoing monitoring is the key to larger gains.  The more complex change to ensure is the change that continues to add value, and that new issues are raised and remedied quickly. This is how the change, management, and process become a continuous improvement cycle.

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Key Principles of Effective Change Management

Change management principles are the basis that guides the organisation or teams to achieve meaningful transformation. By implementing these principles, practitioners can get a clearer picture of change management. These principles, furthermore, help them to take initiatives that have the least probability of failing. The effective change management principles build trust and a structure that reduces the risk of failure by reducing costs. 

The first principle is the leadership commitment. It implies publicly and actively communicating with senior management, say, why they are involved in the organisation. These answers are effective to the rest of the organisation, because if the initiatives feel out of touch with the leadership at large, junior staff’s enthusiasm for work evaporates soon. 

Another key principle is clear, honest, and regular communication. If employees understand the big picture and feel they are being treated with respect, people can take great solace from bad news. Conversely, without communication, rumours will proliferate.

The best of these would, of course, be the most popular change management theory that very much approximates these principles.  These are the Seven R’s-

• Who raised the change
• The Reason for the change
• The Return expected
• Risks involved
• Resources required
• Who is to be Responsible for it
• Relationship between this change and other changes.

For possible transformation, when you add the following seven things together, these seven things combine to help companies systematically adjust their strategy for change so that it can be applied together with a rigidly structured approach from the organisation’s standpoint. In addition, managing change is the second aspect. 

The change occurs on an individual level before it comes to the company level. So, to make more people realise that this change needs to be effective, it involves taking care of the differences between individuals, serving individual help, and supporting all so they can see how the change will impact their future work. 

Last but not least, a process must combine flexibility and adaptability from the front end.  No change plan ever comes into contact with the actual world unscathed. Those who view their change plans as living documents, rather than static blueprints, are so much more able to adjust to the anticipated, unexpected happenings it inevitably brings about.

What are the Top Change Management Models?

Over the years, researchers and practitioners have proposed many change management models for assisting organisations through transitions. They have a slightly different approach and suit different organisations and change. So what is more, here are four of the common models.

Lewin’s Change Model (Unfreeze–Change–Refreeze)

The knowledge of Kurt Lewin provides a base for transformation and is one of the oldest and longest-lasting change management theories. The Lewin model is over-simplified, but its importance resides in the fact that it captures the fundamental psychology of how we learn to adapt. There are three stages based on the model.

Unfreeze, the first stage, where the organisation questions the existing status, and the need for change is acknowledged. This stage is disruption resistance, and disruption is necessary to make routine change. In the second stage, transition, new action is exercised, new systems are developed, and people learn new ways of working. The third and last stage, refreeze, deals with the repetition of such behaviour and making this process institutionalised, so that the organisation does not slip back to its old state. 

Lewin’s model is very appropriate for organisations undergoing rapid change, when the organisation is in transformation. Its strength is that it emphasises the mental and physical aspects of change, and that it is coherent in its simplicity. The difficulty, however, is that some people might argue that the model is too linear to consider situations of change that are ongoing and do not occur in isolation, and that in our rapidly-moving world, there is no going back as change is relentless, ongoing, and overlapping. 

ADKAR Model (Awareness, Desire, Knowledge, Ability, Reinforcement)

The ADKA model, developed in 1998, is one of the most commonly used change management models in modern times. The model focuses on five sequential outcomes.

First is awareness. It ensures that everyone realises why a specific change must happen on a scale. 

Desire, the second one, focuses on cultivating genuine motivation and commitment to the change in a more intimate way. 

The third one is knowledge, that is, the way of giving people the information, training, and guidance they need to change. 

The fourth outcome is ability; it is all about making people turn into action, through practice, coaching, and hands-on support. 

Finally, the fifth one is reinforcement. It implies that we continue to encourage the change from recognition, reward, and accountability over time.

What makes ADKAR so incredibly powerful is diagnostics. Since these are all part of a process, change managers can pinpoint precisely where a team or individual is faltering and then attack that individual as their nemesis directly. 

Kotter’s 8‑Step Process

Kotter’s 8-step change management model was developed by John Kotter, a professor at Harvard Business School, in 1996. The model provides the perfect blueprint for a full institutional transformation. This was derived from Kotter’s research of hundreds of leaders with pivotal roles in large-scale change initiatives. It refines the most relevant success factors he observed into eight manageable steps.

• In order to instil that urgency, the organisation should first explain to people why the change matters to the organisation. It is also important to analyse what will happen if the organisation does not act. 
   
• Secondly, create a leadership team of insightful people, such as a cross-functional group, that can be key to driving progress toward the change.
   
• Thirdly, create a strategic vision and initiatives that embody the vision for the future.
   
• Fourth, enlist a volunteer army, spreading the vision widely, involving people at all levels in the change endeavour.
   
• Fifth, get people engaged by lowering barriers. It could be structural barriers, bureaucratic red tape or process obsolescence in our process that could thwart changing things.
   
• Sixth, win short-form wins by recognising and celebrating early successes to build momentum and signal progress.
   
• Seventh, press harder after you have already been hit on those first few wins. To build on the same ground and push you forward and accelerate on the path you have made progress.
   
• Institute change by firmly setting momentum. Make sure new ways of doing and doing are entrenched in the culture of the organisation. 

Kotter’s model is especially useful for organisations that are facing complex, company-wide transformation. It provides a systematic and evidence-based approach emphasising urgency, leadership coalitions, and cultural embedding. But at first, it is linear. Hence, it works better in scenarios that allow for incremental change.

Agile Change Management

As more companies use an agile way of working, the more adaptable the view of change management has become. Agile project change management combines agile project management framework with the best change management disciplines to develop a methodology adapted to fast change management with its more useful approach, flexible towards fast, constant and iterative change processes than the traditional project management. 

Rather than a step-by-step method for every phase in the process, agile change management can be done as short sprints, which allows the teams to implement small changes in small parts within much less time, get feedback before sprinting, and tune their approach before the next sprint begins. 

Agile change management is well-suited to digital transformations and the deployment of new technology, where needs may change frequently and getting things done in a timely fashion can be valuable. Companies that use Jira Service Management technology can do so by internalising change management systems, thus forming a direct relationship between change governance and product delivery. Agile change management requires trust, collaboration and communication to achieve an increased level of success faster, but it always makes for accelerated performance and greater worker trust when it is designed for these objectives.

Check Out:- Jira Software Training for Agile Project Management  

What are the Types of Change Management?

There are four types of change management in organisations. Different situations call for different types of approaches and understanding. The types of change management explained below can help organisations to choose the right strategy for each challenge-

• Strategic Change Management

The first type of change management is about the revamping of policies, processes, mission, or vision of an organisation. This helps organisations with one-upmanship, adopt new opportunities, and can alert them to upcoming hazards. When a firm decides to expand its business into a new market, the team takes advantage of strategic change management. 

• Structural Change Management

It enhances the internal operation of organisations, such as refinement of the order of the management, updating the required JDs, remodelling administrative and departmental roles, reporting lines, and restructuring the size of the staff. 

• Cultural Change Management

A rich, cultured company uplifts employees’ commitment towards the company. This ultimately can result in long-term success in the business with higher productivity and fewer departures. Cultural change management can increase employee engagement with devotion towards the company’s well-being and profit. 

• Technological Change Management

Introduction to updated technology develops at a robust pace. Technological advancement with constant innovations is vital for enterprises; they may fall behind. 

The potential technological change management should begin with the introduction of the new technology, explaining why it is advantageous for both the company and the employees' knowledge. The reason for this is that the employees may not want to master the latest technology or may not want to endure the hassle of overcoming the learning curve. 

• People-centric Change Management

People-centric change management is associated with the transformation of the living workforce. It includes changing the leadership and the behavioural transformation, etc., which requires kind thinking. The readiness evaluation and intelligence with kindness take a leading role in potential shifts. 

Check out:-  Types of Change Management in Agile Organisations 

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What are the Real-World Change Management Examples?

Change management offers the key to seeing how leaders at organisations have gone about change. Here are a few examples that will not only define change (including a great many) but will display the various types of transformation and the characteristics of the most successful ones. 

Netflix is probably the most well-regarded transformational change model that has been effectively practised. It was first started as a DVD rental service by mail. As soon as that online streaming service was introduced, it leapt, deciding whether to radically change its business. Netflix was all on the hunt to make the shift to digital, and its original form wouldn’t need to survive. This had some painful short-term disappointments for Netflix. Numerous subscribers fell drastically, even as the company increased overall in size from 23 million (in 2011) to over 137 million (by 2018). It managed to keep on steadily building on its existing strong subscriber basis and turned into a global giant of entertainment.

LEGO’s transformation is also a surprising example. The firm was over-extended into unrelated products and competed aggressively with digital entertainment. LEGO made a game-changer in its strategy after almost declaring bankruptcy in 2003. The new leadership team refocused their energies, concentrating the business on their product to operate in a cost containment fashion, while innovating in the merger and integration of AR experiences and video games. By 2015, LEGO was the world’s most potent brand, surpassing Ferrari. Its triumph consisted of a disciplined process of change.

Microsoft’s transformation, which was launched with great speed, has become a contemporary lesson in effective cultural and strategic change management. Under the CEO, Nadella’s watch, Microsoft was seen as a moribund tech company overwhelmed by a competitive, silo culture. Nadella rolled out a growth mindset system, and the company’s vision was steered toward cloud computing and AI. Microsoft’s market capitalisation was over three trillion dollars in mid-2024, and its AI-related cloud revenue was increasing more than 50% per year from the same timeframe. And at Microsoft, the shift wasn’t just about a new style of change, but rather it was a deliberate effort, whether continuous or not, to reshape the company’s culture. 

Another modern case, and particularly enlightening, is IKEA’s digital conversion. Although it is today believed to be one of the world’s most recognised brands of retail, for most of its existence, IKEA operated mostly with an analog business model. IKEA appointed its inaugural Chief Digital Officer, and that has seen a huge change in everything from supply chain management to customer service. The company has also integrated digital innovation into its way.

How to Overcome Resistance to Change?

An unwillingness to change does not mean defeatism. In fact, this is one of the most natural and predictable human responses. When one interferes with people’s routines, threatens their own security, or feels like they have not been properly consulted, resistance is almost inevitable. The difficulty is not getting rid of resistance but recognising it and reacting positively. 

Procedures to manage resistance begin with diagnosing the problem. Resistance can come in all shapes and sizes, whether in the form of the active struggle itself or passive resistance, scepticism, or less visible sabotage.

Targeted interventions can be done when the root causes have already been found, and there are no hidden reasons why in the first place. For employees who fight back on the knowledge side, transparency, regular communication,, and transparency of those conversations is the antidote.

Leadership plays a large role in overcoming resistance. When senior leaders are visibly embracing the change, candid in their discussion on what they believe is hard or uncomfortable. This becomes a high psychological permission for other people to take the same steps. ,

Resistance usually diminishes as the change managers continue to invest in building relationships, listen actively and communicate clearly over time and build trust in the new direction and the rewards.

What are the Benefits of Change Management?

Organisations enjoy tangible bonuses after utilising a structured, client-focused strategy for transition. However, the benefits of successful change management go well beyond just one initiative for achieving short-term success.

Most importantly, more effective change management is sustainable. Projects heavily focused on change management are significantly more likely to be delivered on schedule, within budget, and in accordance with an organisation’s intended goals.

Besides, if one is good at managing change in a strategic way, the less chaos one will face. If employees or practitioners are appropriately taught, informed, and supported, they can stay productive even while the business moves around them. 

There is also a massive uplift to employee engagement and morale that comes from a robust change management process. When people feel heard and supported, feel their efforts are being counted, their development is affirmed, and their ideas are listened to, they buy into a business’s success.

Companies that are capable of managing change are not just getting better at managing the change process now. A change-ready organisation will gradually build a larger pool of cultural muscle that puts the organisation in a better position to meet market pressures at a slightly faster pace and with greater effectiveness than the competition over time.

Change management contributes to risk management better. This allows organisations to detect the barriers and potential resistance points on time and act on concerns before they degenerate into a costly failure. 

Finally, well-run change management leads to happier customers. When internal processes improve and new technologies are leveraged effectively, it will advance the products and services. The outcome is that response times diminish, and the company is far better prepared to navigate a changing customer landscape.

What are the Roles of a Change Manager?

A change manager acts as the main organiser and facilitator of an organisation’s change efforts. Instead of a job with a single specific job title, the change manager plays a variety of related roles across strategy, communication, training, and relationship management. In their role, as a change manager, they set a sense of direction as well as motivate both the change team and the general organisation. 

They make sure senior executives understand what they need to be doing as they carry out their role as change sponsors, and they coach people to support their teams through the transition successfully. Strategically, the change manager guides and designs the holistic process for the change initiative. That is: make change management plans, establish milestones, communication strategies, and define training requirements. 

The strategist’s perspective demands analytical prowess with creative capacity, such as working with intricate stakeholder environments. As a communicator, the change manager sees to it that the right information is provided to the right stakeholders at the right time.

Effective communication in an organisation is said to be one of the recurring components in successful changes. As an analyst, the change manager logs changes implemented to measure their efficacy, collects feedback from employees, reveals resistance patterns, and informs senior leadership. 

The change manager, as a conflict resolution specialist, mediates in cases of disjunction and stress that are inevitable during significant changes. As they promote open communication, find shared values, and work with people on navigating uncomfortable feelings effectively, the change manager helps maintain trust and cohesion within the organisation.

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How to Become a Change Manager?

Change managers must be well-versed in change management principles and practices. They should also possess strong interpersonal and leadership skills. The journey of a change manager involves formal education. The formal education is again followed by years of gaining experience, obtaining certifications, and continuously building professional networks. If one wants to know about this career path, here is the information. 

The college-level background of a change manager is usually a bachelor's degree from a major such as business administration, human resources, organisational psychology, or management. These areas offer a solid foundation in the ways organisations work, how individuals interact with work teams, and how strategic decisions are made. Professionals may also move on to further degrees, and even an MBA, to get a better understanding of an organisation, as well as learn more about leadership. 

In the change management industry, we should receive more and more professional qualifications from those who want them, aside from formal education. Hands-on experience is just as valuable as education and a diploma. Most of these successful change managers start as project managers, HR business partners, organisational development, or with other IT-management departments, and progressively assume more of the burden of changing initiatives. 

For developing a portfolio, a change manager often seeks self-improvement opportunities. It needs to be part of voluntary leadership in internal development programs, back up larger change initiatives in larger organisations, that have a greater impact. Furthermore, it takes on the task of mentoring those less experienced but who are experiencing similar transformations and are helping you learn how to lead.

On a professional level, the change manager requires an integration of technical and human skills. A capability of analysis is required to measure organisational readiness and change impact. Strategic thinking will need to become an essential skill in order to execute change plans and develop good plans for change, and predict how this issue can be prepared for the coming times. 

But these are not the only skills that matter. Good communication, empathy, active listening, good stakeholder engagement, and the capability of having an ability to handle ambiguity, conflict, and conflict management - these are what make a difference between great change executives and mediocre ones. 

With an advancing career, one can progress into senior roles like Senior Change Manager, Director of Change Management, or Chief Transformation Officer. Such positions focus on heading the implementation of transformational programs on a large scale, developing the ability of organisations to change, and the ability to influence enterprise-level strategy. The change management career path is strong, and the earning potential increases significantly as one gains experience and expertise.

Best Practices for Successful Change Management

This data is not just for training, but also if you are a seasoned change management practitioner or starting your first great change initiative, adhering to tried and true best practices would increase your chances of success exponentially. Examples of key practices from the best change management programs are-

Before designing any change management strategy, do the homework thoroughly on who will be affected by the change, how they will be affected and what risks and areas of resistance they will tend to face. Such a foundational analysis dictates every upcoming decision and avoids expensive surprises later on in the process.

Research consistently shows that active and visible executive sponsorship is the single most important factor in change initiatives' success. Change managers should invest great effort to help senior leaders understand their role, support and prepare them for key moments of communication, and provide them with all the necessary support throughout the whole program to be able to remain involved.

Create a multi-channel communication strategy - A one-size-fits-all communication approach won’t work well. Instead, use various forms of communication to target employees throughout a range of touchpoints. More importantly, it should be a two-way approach with plenty of space to ask questions, voice concerns, and give feedback. 

Invest in targeted training and development - Training should have been tailored to the distinct needs of each job type, not general and one-size-fits-all. And training should be at the right time, so workers learn about the content they need just in advance, not weeks or even months, before the job, when most of that is forgotten.

Establish and activate a team of change champions - As noted, organisation-wide change champions at multiple levels can significantly speed up adoption by offering peer-level support, demonstrating new attitudes and strategies, and helping to overcome resistance in real-time. 

Track and celebrate progress - Set hard metrics to measure success early on in a change effort, and monitor them along the way. Broaden the release of progress notices, acknowledge milestones as they are met, and acknowledge individual contributions and those in groups who have pushed beyond.,

Learn from every initiative - After every change effort, perform a retrospective review. What worked and what did not? What would you do differently? By documenting and communicating these lessons, you are doing one of the best things to create the long-term change capability of an organisation. Every time there is a review and learning from change, they make the next one more likely to succeed.

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Conclusion: Making Change Management Work for Your Organisation

It is the rule that change is no less a reality on the business front today. It is organisations that realise this is the case and develop genuine change management capacity that will evolve, scale up, and take the lead in the years to come. Those who remain in the habit of viewing change as an occasional disruption that can be managed with a clear communication plan may only end up being further behind. 

As this guide has evidenced, successful change management is both an art and a science. The good news is we have more tools and know how to help. If one intends to use Lewin’s fundamental three-stage model, the person-centred ADKAR model, Kotter’s 8-step plan, or a nimble solution for a fast-moving world, the basic idea is to be totally committed to the process and to genuinely invest in the people at the core of the change. 

For professionals who wish to have and further pursue their professional development in this area of interest and contribute to building a rewarding career, change management certification programs and training courses offer an excellent path. An employee looking to improve their team members' change capability, a business manager eager to learn, or an individual preparing themselves for management of changes within an organisation will have a radically different picture due to the right level of education or preparation. 

And the future is in organisations and leaders who have learned to lead change that is not only adaptable to it, but confident and skilled. Start the change management process now and set both you and your institution up for enduring success.

FAQS:-

1) What are the 5 steps of change management?

The five steps of the change management process are-

• Prepare the organisation both logistically and culturally for change.
• Craft a visitation and plan for accounting roadblocks.
• Implement the required change management.
• Embed change into culture and practices.
• Review the progress, or go “project post mortem”. 

2) Why is change management important?

Project management is important as it builds trust and minimises waste, which results in a reduction in costs. It maximises productivity by improving performance. Furthermore, this is responsible for cross-functional change, preparation for organisational transition, etc. 

3) What are the best change management models?

The top 5 best change management models are-

• Lewin’s change management model.
• McKinsey 7-S framework.
• Kotter’s 8 steps for leading change.
• ADKAR change management model.
• Bridges' transition model.
• Kubler-Ross change curve.
• The Satir change model.
• Resistance to change model.
• Resistance to change model.
• The PDCA Cycle. 

4) What causes failure in change management?

There are a lot of practical causes for the failure in change management-

• Lack of focus on the strategy rather than the long-term results of change management.
• Too dogmatic and rigid about the strategy.
• Scarcity of leaders' communication after the initiative is announced.
• Malfunctioning about the potential resistance to change.
• The gap between strategy and culture.
• Expecting unrealistic outcomes.

5) How do you overcome resistance to change?

To overcome resistance to change, one can follow the following tips-

• Observe the resistance points by examining the past.
• Actively participate with the affected stakeholders in the change process.
• Engage the diversified resistance managers.
• Empathy should be on finding out the root causes.
• Form an alignment with the organisation’s culture.
• Transparent and genuine communication with the employees.
• Equip teams with the knowledge and training that are necessary for a new environment. 

6) What are examples of change management in different industries?

The real-world examples of change management in different industries include global expansion, cross-platform training, sustainability, cultural change, digital transformation, tool integration, improvement of quality, etc.

7) What's the difference between change management and project management?

Change management and project management seem similar, while they serve different objectives in an organisation. Change management is a broader concept; it aims to prepare and support teams to adopt new strategies of working. Whereas the objective of project management is to set the structure of planning, coordinating, and ultimately delivering work. 

8) How long does a typical change management process take?

The time period of the change management process depends on the size of the organisation and the intensity of the change. Typically, a change management process may take a few weeks to a few years to complete.