CHANGE MANAGEMENT FRAMEWORKS & MODELS

The greatest barrier to successful diversity initiatives is the organizations’ lack of preparation for change. 

Diversity and Inclusion initiatives can be an elusive undertaking. Sure, we have measures and benchmarks to determine our progress. But what exactly are the measures measuring…and what are the benchmarks benchmarking? Are we gauging for numerical representation? Level of attainment? Rate of advancement? The questions abound.

Traditionally, diversity strategic plans consist of four steps: 1. Set goals, 2. Develop the plan, 3. Implement the plan, and 4. Measure the plan. 

This method, although strategic, has been ineffective for various reasons. It may be lack of resources. It could be minimal buy-in. Or it could be lack of preparedness and/or supplemental training. Whatever the reason, diversity work, in every area of business, must begin to render some measurable results.

Research indicates that the most effective way to enact change in organizations is through a change/culture management process. We believe that D&I work is change management work and should be approached as such. Drawing from seminal organizational and culture change management frameworks, SEADE Coaching & Consulting has crafted four adaptive models to assist Diversity and Inclusion professionals in their work.

This page provides brief descriptions of each of the frameworks on which the CETACM models are based. 

 This model asserts that basic assumptions shape values and these values shape practices and behavior, which is the visible part of culture. This model distinguishes three levels in organizational cultures:

1. Artifacts and behaviors - includes any tangible, overt or verbally identifiable elements in any organization. Architecture, furniture, dress code, office jokes, all exemplify organizational artifacts. Artifacts are the visible elements in a culture and they can be recognized by people not part of the culture.
2. Espoused values - the organization's stated values and rules of behavior. It is how the members represent the organization both to themselves and to others. This is often expressed in official philosophies and public statements of identity. It can sometimes be a projection for the future, of what the members hope to become.
3. Assumptions - the deeply embedded, taken-for-granted behaviors which are usually unconscious, but constitute the essence of culture. These assumptions are typically so well integrated in the office dynamic that they are hard to recognize from within.

Learn how to integrate this model here 

 Although it took form after his death, the 3-Step Change Model is attributed to Kurt Lewin. It described change as a three-stage process. 

1. The first stage called "unfreezing" involves overcoming inertia and dismantling the existing "mind set". 
2. In the second stage the change begins. This is  a period of uncertainty and transition. We know that the old ways are being challenged but are unsure as to what is replacing them. 
3. The third and final stage is called "freezing". This is where the new mindset is crystallizing and one's comfort level is returning to previous levels. This is based on the premise that  behavior is a function of the person in their environment.

Learn how to integrate this model here 

 This model is an award-winning procedure for change,  and outlines a practical 8-step process for change management :

• Establishing a Sense of Urgency
• Creating the Guiding Coalition
• Developing a Vision and Strategy
• Communicating the Change Vision
• Empowering Employees for Broad-Based Action
• Generating Short-Term Wins
• Consolidating Gains and Producing More Change
• Anchoring New Approaches in the Culture

Learn how to integrate this model here 

 Created by Prosci founder Jeff Hiatt, ADKAR is an acronym that represents the five tangible and concrete outcomes that people need to achieve for lasting change: 

1. Awareness of the need for change
2. Desire to engage and participate in the change
3. Knowledge about how to change 
4. Ability to realize or implement change at the required performance level 
5. Reinforcement to ensure change sticks

Learn how to integrate this model here