Change Models & Frameworks Flashcards
6 cards from real CCA practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 6 Change Models & Frameworks flashcards as text
What are the three phases of Kurt Lewin's change model?
Answer: Unfreeze, Change, Refreeze
Lewin's model describes organizational change in three phases: Unfreeze (prepare for change by destabilizing the status quo), Change (transition to the new state), and Refreeze (solidify the new patterns).
What is Kotter's 8-step change model?
Answer: A sequential process from creating urgency through anchoring changes in organizational culture
Kotter's model includes: create urgency, form a coalition, develop a vision, communicate the vision, empower action, create quick wins, build on change, and anchor changes in culture.
What is the ADKAR change management model?
Answer: A model focused on individual change: Awareness, Desire, Knowledge, Ability, and Reinforcement
ADKAR focuses on individual change transitions: Awareness of the need to change, Desire to participate, Knowledge of how to change, Ability to implement, and Reinforcement to sustain.
What is the difference between transformational and transactional change?
Answer: Transformational fundamentally alters the organization; transactional involves incremental improvements within existing frameworks
Transformational change fundamentally reshapes organizational culture, strategy, or structure, while transactional change makes incremental improvements within the existing organizational framework.
What is 'change saturation' in an organization?
Answer: The point where too many simultaneous changes overwhelm employees' capacity to adapt
Change saturation occurs when the volume, pace, and complexity of simultaneous changes exceed the organization's collective capacity to absorb them, leading to resistance, fatigue, and failure.
What is appreciative inquiry as an approach to organizational change?
Answer: A strength-based approach that identifies what works well and builds on those strengths
Appreciative inquiry takes a positive approach to change by discovering organizational strengths, envisioning desired futures, and designing initiatives that build on what already works well.