Some Useful Frameworks for Organisational Transitions
In the table below are around 200 frameworks that can be utilised in change as complete frameworks themselves or being included as part of a new framework, etc.
The main aim of using a framework is to help with the thinking and implemenation process for the change.
Most useful frameworks in organisational change management follow a sequence:
- planning & preparing phase for the change (developing a purpose, co- designing, co-creating, etc)
- launch phase (start activating plans)
- implementation phase (continue initiation)
- review phase(what happened from planning through to implementation, ie its effectiveness and impact on the organisation)
- modification phase (based on the review)
- sustainability (keep going; re-enforce change through routines, rewards and recognition)
The frameworks are categorised under 1 of 4 headings:
i) Basic (these frameworks give a generalised view of change and are suitable for people who have had no, or little, experience in organisational change; they are a good way of introducing what change is all about)
ii) Rational or Hard (these frameworks focus on the analytical, rational, logical, technical, tangible, etc side of change; they lack the human focus)
iii) Cultural or Soft (these frameworks focus on the intangibles, human-side, people-side, emotional, cultural, social, etc side of change; they lack the rational focus)
iv) Combination (these frameworks contain elements of both ii & iii, ie include elements of rational/hard and cultural/soft)
NB
"...Frameworks can be simple, but implementation is not..."
Linda Ackerman Anderson, 2021
| No. | Framework Name |
| 1. | Monash Mt Eliza Business School*i |
| 2. | McKinsey 7-S Framework*iv |
| 3. | Reaction Stages in Change*iii |
| 4. | Change Matrix Examples*iii |
| 5. | Force Field Analysis*ii |
| 6. | Learning Organisation*iii |
| 7. | Expanded Change Journey*iii |
| 8. | Leadership/Management and Change*iv |
| 9. | Minority Influence Theory*iii |
| 10. | Beckhard Change Framework*i |
| 11. | Manager's Framework for Change and Performance*ii |
| 12. | Four Rs - Reframe, Restructure, Revitalise and Review*iv |
| 13. | Change Audit Framework*iv |
| 14. | Dance of Change*iv |
| 15. | Missing Links in Managing Change*i |
| 16. | Precision Framework*ii |
| 17. | 3 Ps and 11 Ss Sequence*iv |
| 18. | The GE Change Framework*ii |
| 19. | Transformational Triangle*iv |
| 20. | Theories E and O*iv |
| 21. | 14 Points and 5 Deadly Sins*iv |
| 22. | Business Concept Innovation*ii |
| 23. | A Framework for Change*ii |
| 24. | The Innovation Solution*ii |
| 25. | Visuals*iv |
| 26. | Performance Leadership*iv |
| 27. | A Five-step Change Management Framework*ii |
| 28. | The Dynamics of Change: a Framework for Understanding & Managing Others Through Change*ii |
| 29. | Yahoo's way*iii |
| 30. | Spiritual Capital*iii |
| 31. | Transforming a Dot-com*ii |
| 32. | Seven Capacities of the U Movement*iv |
| 33. | A Conceptual Model for Managed Cultural Change*iv |
| 34. | Assessing Cultural Dimensions*iii |
| 35. | Learning Culture*iii |
| 36. | Pyramid*ii |
| 37. | DICE*iv |
| 38. | Managing Organisational Change*ii |
| 39. | Change Through Persuasion*iii |
| 40. | Blueprint for Change*ii |
| 41. | Changing Minds*iii |
| 42. | Positive Deviants Within the Organisation*iii |
| 43. | Transforming Large Global Giants*ii |
| 44. | Innovation as a Basis for Change*ii |
| 45. | Eight Steps to Organisational Change*ii |
| 46. | Business Model Innovation*ii |
| 47. | Change Your Management Model*ii |
| 48. | Orica Approach*ii |
| 49. | Transition Management*iv |
| 50. | Transitions in Uncertain Times*ii |
| 51. | Transition Strategy (STARS)*ii |
| 52. | Sustainability as a Basis for Change*ii |
| 53. | PROSCI (ADKAR/Change Management Activity)*iv |
| 54. | Agile*ii |
| 55. | SCARF (A Neuroscience Approach)*iii |
| 56. | Change Driven by Decision-making*ii |
| 57. | Democratic Approach*iii |
| 58. | Who Killed Change*iv |
| 59. | Virginia Satir Change Process*iv |
| 60. | Cultural Change that Sticks*iii |
| 61. | Switch Principles*iv |
| 62. | Keep Your Thinking on the "Cutting Edge"*ii |
| 63 | Reviewing Your Business Model*ii |
| 64 | Blue Ocean Strategy (value innovation)*ii |
| 65 | Five Phases (mobilised, understand, design, implement & manage)*ii |
| 66 | STAR*iv |
| 67 | What Makes an Organisational Culture Respected*ii |
| 68 | Shared Value (including CSR)*ii |
| 69 | Talent Management*iv |
| 70 | Business Models for the Digital Age*ii |
| 71 | Strategic Growth*ii |
| 72 | Baldridge Management System Model*ii |
| 73 | Choosing Strategy*ii |
| 74 | Iceberg Change Model*iv |
| 75 | Communications Strategy as a Change Process*ii |
| 76 | Determining the Readiness for Change*iii |
| 77 | Digital Transformation (IT)*ii |
| 78 | Digital Transformation (including social media)*ii |
| 79 | Problem-solving (McKinsey approach)*iv |
| 80 | Handling Uncertainty in Change*ii |
| 81 | Flipping the Switch of Change*iii |
| 82 | Bentoism (BEyond Near Term Orientation)*iv |
| 83 | Six Normative Principles of Conduct*ii |
| 84 | Amazon's Leadership Principles*ii |
| 85 | Using Australian Indigenous Knowledge as a Basis to Change (includes 5 Appendices)*iii |
| 86 | PERMA*iii |
| 87 | Merging, acquiring partnering, diversification, alliances, etc*iv |
| 88 | Immunity to Change*iii |
| 89 | Navigating the Chaos of Change (implementation science)*iv |
| 90 | Growing Enterprise Change Capability*iv |
| 91 | Four Ways to Improve Change*iv |
| 92 | Organisational Change Management Guide for Developing Innovators and Leaders*i |
| 93 | REDUCE*iii |
| 94 | Communities of Practice*iv |
| 95 | Networks of Networks (flat networks)*iv |
| 96 | Evolutionary (step by step)*iv |
| 97 | Bridgewater Way*iv |
| 98 | Implementing Change*iv |
| 99 | ACE-I*ii |
| 100 | Callaghan Innovation Change Framework (He Rangi Hou Kei Tui or new horizon - new day)*iv |
| 101 | 12 Steps and 12 Traditions (Alcoholics Anonymous - AA) *iv |
| 102 | Adaptive Change Framework*iii |
| 103 | Leverage Change*iv |
| 104 | Impact*iii |
| 105 | The Change Leader's Roadmap*ii |
| 106 | Steps of Change Management*ii |
| 107 | 7Rs of Change Management *ii |
| 108 | Addressing the Emotional Side of Change*iii |
| 109 | Circular Business Model*ii |
| 110 | Five Important Mindsets for Managers*iv |
| 111 | Conscious Change Leadership*iv |
| 112 | Aviation Principles (Landing Successful Change)*iv |
| 113 | Seven Inflection Points in Change Process (including where coaching is often used)*iv |
| 114 | Cultural Disruptor*iv |
| 115 | The Review Model*iv |
| 116 | Contagiousness (STEPPS)*iv |
| 117 | A Neuroscience Approach*iii |
| 118 | Corporate Social Responsibility*iv |
| 119 | Digital Transformation (evolutionary or revolutionary)*iii |
| 120 | Driving Change Through Informal Networks*iii |
| 121 | Organisational Maturity Model*iv |
| 122 | Change Practice Framework*iv |
| 123 | Marketing (focus on Ps)*iv |
| 124 | Marketing (focus on Cs)*iv |
| 125 | Cultural-Transformation Matrix*iv |
| 126 | Best Practices for Facilitating Change*iv |
| 127 | Change Canvas*iv |
| 128 | Unconditional Meaning to Our Lives*iii |
| 129 | Transform Organisational Culture*iii |
| 130 | Satisfying Social Cognitive Needs*iii |
| 131 | Types of Business Transformation (4)*ii |
| 132 | Four Zones (Comfort, Fear, Learning, Growth)*iii |
| 133 | The Change Cycle*iii |
| 134 | Change Practice Framework*iii |
| 135 | Changing P & L Responsibilities (Leaps and Hops)*ii |
| 136 | Spiral Dynamics*iii |
| 137 | Adaptive Cultural Change*iii |
| 138 | How to Change a Culture*iii |
| 139 | Contextual Effectiveness*iii |
| 140 | How to Map Your Organisational Functionality Structure*ii |
| 141 | Design Elements and Characteristics for Future Success (Consumer Products' Organisations)*ii |
| 142 | Principles for Guiding Change (surviving and thriving)*iv |
| 143 | Digital transformation (8 steps)*ii |
| 144 | Using Cyber Security Governance Principles*ii |
| 145 | Storytelling to Drive Change*iii |
| 146 | People Strategies*iii |
| 147 | McKinsey's 'What' and 'How to' in Transformation*ii |
| 148 | Influence Model*iii |
| 149 | Neuroscience-based Strategies to Lead Change*iii |
| 150 | NeuroTREADTM (Neuroscience of Change Leadership)*iii |
| 151 | Successful Change Management (10 steps)*iii |
| 152 | Weight Loss (psychological approach)*iii |
| 153 | Start up*ii |
| 154 | Whole Systems Approach to Change (triangular format)*iv |
| 155 | Successful Change Management (11 elements)*iv |
| 156 | Future Proofing*iii |
| 157 | Stages of Faith*iii |
| 158 | Handling Some Obstacles to Organisational Change*iii |
| 159 | Best Practice Change Management*iii |
| 160 | PDCA (plan, do, check & act)*ii |
| 161 | Organisational Journey Map*iv |
| 162 | Prosci's Maturity Model*iv |
| 163 | Another Change Management Maturity Model*iv |
| 164 | ECM Implementation (5 Steps)*ii |
| 165 | Burke-Litwin Framework*ii |
| 166 | Code of Conduct*iii |
| 167 | Using 6 Pillars Framework*iv |
| 168 | Changing Behaviours (using the BehaviourWorks framework)*iii |
| 169 | SCARED framework (personal change management)*iii |
| 170 | Performance and Health Methodology (5As)*iv |
| 171 | Change Questions*iv |
| 172 | Organisational Change in Project Management*ii |
| 173 | Change Management FAQ (7Rs)*iii |
| 174 | Approach to New Software Introduction*iv |
| 175 | Understanding Organisational Change*ii |
| 176 | PEPE (a neuroscience approach)*iii |
| 177 | DREAM*iv |
| 178 | Diagnostic Framework for Planning and Analysing Organisational Change*ii |
| 179 | Theory U*ii |
| 180 | BehaviourWorks Method (Monash University)*iii |
| 181 | Theory of Change (Monash University)*iv |
| 182 | Change Impact Analysis*ii |
| 183 | Spiral Participatory Planning Process (SPPP)*iv |
| 184 | Complete Participatory Planning Process (basic participation framework) *ii |
| 185 | Influence Framework*iii |
| 186 | Micro Change Management (MCM) (evolutionary approach)*ii |
| 187 | The Sixpack Model)*ii |
| 188 | The 3 Es (Elevate, Empower and Energise) *iii |
| 189 | Change Curve*iii |
| 190 | Effective Change Strategy (key components))*iv |
| 191 | Seven Key Principles Required for Change Success*iv |
| 192 | ADDIE framework)*ii |
| 193 | Six Steps to Creating an Effective Change Management Strategy)*ii |
| 194 | 5 Ps (purpose, principles, processes, people and performance)*iv |
| 195 | SHIFT (share, harmonize, implement, forge and track)*iv |
| 196 | The Human-Centred AI (HCAI) Approach |