Compatibility guide
Change Activation's training modules support all change methodologies and models. Click to view how our innovative training modules align with the phases and stages of each methodology and model:
ADKAR Model for Change Management
ADKAR goal | Change Activation training modules that support this goal |
Awareness | |
Desire | |
Knowledge | |
Ability | |
Reinforcement |
Agile Management
Agile Value | Relevant Change Activation training modules |
Individuals & interactions | |
Working software | |
Customer collaboration | |
Responding to change |
Agile Principle | Relevant Change Activation training modules |
1. Customer satisfaction by rapid delivery | |
2. Welcome changing requirements | |
3. Working software delivered frequently | |
4. Working software the principle measure of progress | |
5. Sustainable development, able to maintain a constant pace | |
6. Close, daily cooperation between business people & developers | |
7. Face-to-face conversation is the best form of communication | |
8. Projects are built around motivated individuals who should be trusted | |
9. Continuous attention to technical excellence & good design | |
10. Simplicity - the art of maximizing the amount of work not done - is essential | |
11. Self-organizing teams | |
12. Regular adaptation to changing circumstances |
AIM (Accelerated Implementation Methodology)
AIM goal | Change Activation training modules that support this goal |
Define the Implementation | |
Generate Sponsorship | |
Build Change Agent Capability | |
Develop Target Readiness | |
Communication | |
Develop Reinforcement Strategy |
Beckhard and Harris Change Management Process
Beckhard and Harris phase | Change Activation training modules that support this phase |
Establishing the need for change | |
Building the change team | |
Creating vision and values | |
Communicating and engaging | |
Empowering others | |
Noticing improvements and energizing | |
Consolidating |
Boston Consulting Group (BCG) Change Delta
BCG Change Delta factors | Change Activation training modules |
Executional Certainty | |
Enabled Leaders | |
Engaged Organization | |
Governance & PMO |
Bridges Leading Transition Model for Change
Bridges stage | Specific activity | Change Activation training modules that support this activity |
Letting Go | ||
Describe change reasons | ||
Communicate during transition | ||
Consider & encourage 'endings' | ||
The Neutral Zone | ||
Listen, empathize, support | ||
Develop temporary roles | ||
Short term goals | ||
Don't over promise | ||
Celebrate small wins | ||
Provide learning opportunities | ||
New Beginnings | ||
Model new attitudes & behaviors | ||
Be consistent | ||
Symbolize new identity | ||
Celebrate successes |
The Change Leader's Roadmap
Change Leader's Roadmap phase | Change Activation training modules that support this phase |
Phase I - Prepare to Lead the Change | |
Phase II - Create Organizational Vision, Commitment & Capability | |
Phase III - Assess the Situation to Determine Design Requirements | |
Phase IV - Design the Desired State | |
Phase V - Analyze the Impact | |
Phase VI - Plan & Organize for Implementation | |
Phase VII - Implement the Change | |
Phase VIII - Celebrate and Integrate the New State | |
Phase IX - Learn and Course Correct |
General Electric Change Acceleration Process (CAP)
CAP phase | Change Activation training modules that support this phase |
Leading Change | |
Creating A Shared Need | |
Shaping a Vision | |
Mobilizing Commitment | |
Making change last | |
Monitoring progress | |
Changing Systems and Structures |
John Kotter Eight Step Model for Change
Kotter model step | Change Activation training modules that support this step |
Create a sense of urgency | |
Build a Guiding Coalition | |
Form a strategic vision & initiatives | |
Enlist a volunteer army | |
Enable action by removing barriers | |
Generate Short-term Wins | |
Sustain acceleration | |
Institute change |
Kubler Ross Change Curve Model
Kubler Ross phase | Change Activation training modules that support this phase |
Shock | |
Denial | |
Anger | |
Bargaining | |
Depression | |
Acceptance | |
Integration |
Kurt Lewin Three Stage Change Methodology
Lewin stage | Specific activity | Change Activation training modules that support this stage & activity |
Unfreeze | ||
1. Determine what needs to change | ||
2. Ensure there is strong support from upper management | ||
3. Create the need for change | ||
4. Manage and understand the doubts and concerns | ||
Change | ||
1. Communicate often | ||
2. Dispel rumors | ||
3. Empower action | ||
4. Involve people in the process | ||
Refreeze | ||
1. Anchor the changes into the culture | ||
2. Develop ways to sustain the change | ||
3. Provide support and training | ||
4. Celebrate success! |
LaMarsh Managed Change™ Model
LaMarsh phase | Change Activation training modules that support this phase |
Identify the Change | |
Plan and Prepare the Change | |
Implement the Change | |
Sustain the Change |
People Centered Implementation (PCI) Model
PCI Critical Success Factor | Change Activation training modules that support this factor |
Shared Change Purpose | |
Effective Change Leadership | |
Powerful Engagement Processes | |
Committed Local Sponsors | |
Strong Personal Connection | |
Sustained Personal Performance |
Prosci Enterprise Change Management
Prosci stage | Specific activity | Change Activation training modules that support this stage & activity |
Vision | ||
Define future state | ||
Assess current state | ||
Strategy | ||
Engage primary sponsor | ||
Form & prepare project team | ||
Select deployment strategy | ||
Implementation | ||
Build project plan | ||
Create change management plan | ||
Create and present business case | ||
Implement integrated plan |
Prosci Change Management Levers
Prosci change lever | Change Activation training modules that support this lever |
Communications lever | |
Sponsor roadmap lever | |
Coaching lever | |
Training lever | |
Resistance management lever |
Viral Change Roadmap
Viral Change Roadmap phase | Change Activation training modules that support this phase |
Discovery | |
Development | |
Engagement | |
Diffusion | |
Sustain |
Note: Information regarding proprietary change management methodologies is provided here for information and comparison purposes only and is not endorsed by the publishers of such methodologies. Links to other websites are provided as useful sources of information. Inclusion of a link to another website does not imply endorsement of any kind. We do not monitor external websites and are not responsible for their availability, quality or content.