10 IT change management models in 2024

In the dynamic realm of Information Technology (IT), adaptability is critical for success and resilience. As technology continues to evolve at a rapid pace, businesses must learn how to adapt quickly while minimizing disruptions and risks. 

Navigating this complex terrain in 2024 demands not just a reactive approach, but a proactive change management strategy rooted in strategic change management practices. In this article, we’ll delve into the top 10 IT change management models, exploring their features, benefits, and applicability in today's business environment.

What is IT change management?

IT change management is a structured, proactive approach to managing and implementing changes in a company’s technology systems, processes, and infrastructure. It covers every aspect, from planning and assessing the need for change to executing and monitoring its implementation. 

The goal of IT change management is to minimize the potential negative impact of changes on the organization's operations. This involves identifying potential risks, communicating with stakeholders, obtaining approvals, and implementing changes in a controlled and systematic manner to minimize disruptions to daily operations. Effective IT change management is essential for organizations to adapt to developing technological landscapes, improve agility, and drive innovation in their industries.

Why is change management important in ITSM?

In IT, changes are inevitable, whether they stem from software updates, hardware upgrades, or process enhancements. Without effective change management processes in place, these alterations can introduce risks and disruptions, potentially leading to service outages, security vulnerabilities, and decreased productivity.

By implementing robust change management practices within ITSM (IT Service Management) frameworks like ITIL (Information Technology Infrastructure Library), businesses can proactively assess, prioritize, and control changes to minimize their impact on services and operations. This ensures the continuity of business operations and fosters a culture of transparency, accountability, and collaboration among IT teams and stakeholders, ultimately driving efficiency, innovation, and customer satisfaction.

10 types of IT change management models

1. Lewin’s change management model

Lewin's change management model, developed by psychologist Kurt Lewin in the 1940s, consists of three stages: unfreezing, change, and refreezing. In the unfreezing stage, businesses prepare for change by recognizing the need for it and creating a conducive environment by addressing resistance. In the change stage, businesses focus on implementing the desired changes, whether structural, procedural, or cultural. This phase often involves communication, training, and the active involvement of stakeholders. In the final stage—refreezing—the changes are reinforced and integrated into the organizational culture, business processes, and systems to solidify the new state and prevent regression. 

Lewin's model emphasizes the importance of managing both the technical and human aspects of change, acknowledging that successful transformation requires addressing resistance and facilitating adaptation.

2. McKinsey 7-S framework

The McKinsey 7-S framework, developed by consultants Tom Peters and Robert Waterman at McKinsey & Company in the 1980s, is a holistic approach to organizational analysis and change. It identifies seven elements that collectively shape an organization's effectiveness: strategy, structure, systems, shared values, skills, style, and staff. 

This framework emphasizes the interdependence and alignment of these elements, meaning a change in one area can have ripple effects throughout the organization. Assessing and addressing each element in relation to the others enables businesses to diagnose areas of strength and weakness, identify barriers to change, and develop comprehensive strategies for transformation. 

3. Kotter’s 8 steps for leading change

Kotter's 8-step change model, outlined by Harvard Business School professor John Kotter, consists of the following steps: creating a sense of urgency, forming a powerful coalition, creating a vision for change, communicating the vision, empowering employees for broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. 

Kotter’s theory is sequential and iterative, emphasizing the importance of building momentum and sustaining change over time. It acknowledges the need for strong leadership, clear communication, and employee involvement throughout the change process. Using Kotter’s model enables businesses to effectively mobilize support, align efforts, overcome resistance, and drive successful change initiatives.

4. ADKAR change management model

The ADKAR change management model, developed by Prosci founder Jeff Hiatt, focuses on individual change management. ADKAR is an acronym for Awareness, Desire, Knowledge, Ability, and Reinforcement, representing the five stages individuals go through when adapting to change. The model emphasizes the importance of addressing the needs and concerns of individuals impacted by change, recognizing that successful organizational transformation depends on the collective adoption of new practices.

By guiding individuals through each stage of change—starting with building awareness of the need for change, fostering a desire to participate and support it, equipping them with the knowledge and skills required to implement change, and reinforcing new behaviors—the ADKAR model enables organizations to facilitate smoother transitions and achieve their desired outcomes efficiently. It helps identify barriers to change, tailor interventions, and measure progress, making it a valuable tool for driving sustainable change.

5. Nudge theory

Nudge theory is a change management model rooted in behavioral economics and psychology that explores how subtle interventions—or "nudges"—can influence people's behavior without restricting their choices or resorting to mandates. Developed by Nobel Prize-winning economists Richard Thaler and Cass Sunstein, nudge theory suggests that small, strategically designed interventions can steer individuals towards making better decisions and align their choices with desired outcomes. These nudges often use insights from cognitive biases, such as loss aversion or social norms, to gently guide individuals toward preferred behaviors.

Unlike traditional approaches that rely on regulation or incentives, nudges operate on the principle of choice architecture, where the decision-making environment is structured to make desirable behaviors more salient while still preserving individual freedom. By understanding how people think and make decisions, businesses can employ nudge theory to encourage positive behaviors and improve decision-making in a non-intrusive and cost-effective manner.

6. Bridges transition model

The Bridges Transition Model, created by organizational consultant William Bridges, is a framework for understanding the emotional and psychological aspects of transitions within organizations. Unlike change, which refers to the external shifts in structures or processes, transitions involve the internal psychological journey people go through as they adapt to change. This model consists of three stages: endings, neutral zone, and new beginnings.

In the endings stage, individuals confront the loss associated with the change to let go of old ways and identities. The neutral zone is a period of uncertainty and exploration, where individuals grapple with ambiguity and experiment with their new roles. Lastly, in the new beginnings stage, individuals start to embrace the change by integrating new practices and identities into their daily routines. By recognizing and addressing the emotional dynamics of transitions, the Bridges Transition Model helps organizations navigate change more effectively and foster employee resilience.

7. Kübler-Ross change curve

The Kübler-Ross Change Curve, also known as the Five Stages of Grief model, was initially developed by psychiatrist Elisabeth Kübler-Ross to describe the emotional journey individuals experience when faced with significant loss. However, this model has also been adapted to understand how individuals respond to change in organizational contexts. It consists of five non-linear stages people go through when processing change: denial, anger, bargaining, depression, and acceptance. 

At first, individuals may deny or resist the change, followed by feelings of frustration and anger. Then, they may attempt to negotiate or find ways to cope with the change. Sadness or apathy may also emerge as individuals mourn the loss of the familiar. Finally, they may reach a stage of acceptance, where they come to terms with the change and adapt to it. Understanding the Kübler-Ross Change Curve can help organizations anticipate and address the emotional reactions of employees during times of change, fostering empathy, communication, and support.

8. Satir change model

The Satir Change Model, developed by family therapist Virginia Satir, is a framework for understanding the process of change within individuals and organizations. It has four stages: late status quo, resistance, chaos, and integration. In the late status quo stage, individuals or entities operate within their familiar routines and structures, often unaware of the need for change. As pressures for change mount, resistance emerges as they confront feelings of fear, uncertainty, and discomfort associated with the unknown. 

In the chaos stage, norms and processes break down, creating a fertile ground for creativity and innovation. Finally, in the integration stage, they begin to reconcile the changes, incorporating new insights and behaviors into their identity and operations. By recognizing and addressing the emotional dynamics inherent in the change process, the Satir Change Model helps foster resilience, collaboration, and growth.

9. Resistance to change model

The Resistance to Change Model, outlined by change management expert Rick Maurer, provides insights into the factors contributing to individuals' reluctance to embrace change within organizational settings. It identifies three main sources of resistance: informational, personal, and implementation.

Informational resistance stems from a lack of understanding or transparency about the change, leading individuals to resist what they perceive as vague or poorly communicated initiatives. Personal resistance arises from emotional responses, such as fear of the unknown, loss of control, or concerns about personal impact. Implementation resistance emerges from logistical challenges, resource constraints, or conflicting priorities that hinder the effective execution of change initiatives. Identifying and addressing these sources of resistance enables businesses to proactively mitigate barriers to change, encourage buy-in, and increase the likelihood of successful change implementation.

10. PDCA cycle 

The PDCA (Plan-Do-Check-Act) cycle, also known as the Deming cycle or the Shewhart cycle, is a four-step change management framework promoting continuous improvement. In the Plan phase, goals are established, and strategies and processes to achieve them are developed. It involves analyzing the current situation, identifying areas for improvement, and setting measurable targets. 

In the Do phase, the plan is implemented. It often includes testing and experimenting with changes on a small scale to assess their effectiveness. In the Check phase, data is collected, analyzed, and compared to the initial plan to determine whether the desired results have been achieved. Lastly, in the Act phase, based on the results of the evaluation, adjustments are made to refine the processes or strategies further. The PDCA cycle emphasizes a systematic approach to continuous improvement, encouraging businesses to adapt to changing conditions, enhance performance, and drive innovation effectively.

Benefits of IT change management models

IT change management models benefit businesses in many ways, including:

Increased predictability

IT change management models increase productivity by providing structured frameworks and methodologies to manage transitions effectively. By implementing established models, businesses can streamline their change processes, reduce downtime, and minimize disruptions to operations. These models facilitate clear communication, stakeholder engagement, and risk assessment, enabling teams to address challenges and capitalize on opportunities proactively. Change management models also encourage innovation and agility within IT teams, empowering them to adapt quickly to technological advancements and evolving business requirements.

Measurable progress

IT change management models measure progress by providing clear milestones, metrics, and checkpoints throughout the change process. By defining key performance indicators (KPIs) related to efficiency and effectiveness, organizations can monitor the success of change efforts and make informed decisions to course-correct as needed. These models promote continuous evaluation and improvement, allowing businesses to iterate on their strategies and refine their approaches based on real-time feedback.

Consistency

IT change management models promote consistency within organizations by providing standardized processes, procedures, and guidelines for managing transitions. They establish clear structures and frameworks that help ensure that change initiatives are approached in a systematic and uniform manner across different teams and departments. By adhering to established methodologies and best practices, organizations can minimize variability regardless of the scale or complexity of the project. This cultivates transparency and accountability, ultimately driving smoother transitions and more reliable outcomes.

Employee satisfaction

IT change management models contribute to increased employee satisfaction by empowering employees to navigate transitions effectively and contribute meaningfully to the change process. They emphasize the importance of communication, involvement, and support throughout the change journey, fostering a sense of ownership. By involving employees in the decision-making process, addressing their concerns, and providing adequate training and resources, organizations can alleviate anxiety and resistance, leading to greater commitment to the change. Additionally, by promoting transparency, fairness, and recognition of employee contributions, the right change management models cultivate a positive work environment where employees feel valued, engaged, and motivated to embrace change.

Better communication and collaboration

IT change management models cultivate better communication and collaboration within organizations by providing new processes structured for sharing information, aligning goals, and coordinating efforts across teams and departments. By establishing channels for open dialogue, feedback, and knowledge sharing, businesses can break down silos, build trust, and create a culture of transparency and accountability. They also define roles, responsibilities, and expectations, enabling teams to work more cohesively towards common objectives. This enhanced communication and collaboration accelerates the pace of change and leads to innovation, creativity, and resilience.

Flexibility and scalability

IT change management models contribute to increased flexibility and scalability within organizations by providing adaptable frameworks that accommodate diverse needs and evolving requirements. They emphasize iterative approaches, allowing organizations to test and refine change initiatives in small increments while remaining responsive to feedback and changing circumstances. By breaking down complex changes into manageable phases and embracing a culture of experimentation and learning, organizations can pivot quickly in response to emerging opportunities or challenges, enhancing their ability to adapt to technological advancements.

Choosing the right IT change management tool for your business

When choosing the right IT change management tool for your business, consider the following:

• Assess your organization's needs: Understand your organization's specific requirements, including the size of your IT infrastructure and the complexity of change management processes

• Evaluate features and functionality: Look for tools that offer robust features such as change request tracking, workflow automation, customizable dashboards, and reporting capabilities to support your change management workflows

• Consider integration capabilities: Choose a tool that seamlessly integrates with existing IT systems, service management platforms, and collaboration tools to ensure smooth interoperability

• Assess scalability and flexibility: Select a tool that can scale with your organization's growth and adapt to changing requirements

• Ensure security and compliance: Prioritize tools that adhere to industry standards and compliance regulations, with robust security features to safeguard sensitive data and mitigate risks

• Evaluate total cost of ownership: Assess the total cost of ownership, including licensing fees, implementation costs, training expenses, and ongoing maintenance fees

Find out how Freshservice can help you with ITCM

Freshservice offers comprehensive, versatile ITCM solutions that streamline and enhance the change management process within businesses. With Freshservice, businesses can leverage intuitive workflows, automation capabilities, and centralized communication channels to manage change requests from initiation to implementation. It facilitates collaboration among stakeholders, enabling teams to assess risks, plan changes, and coordinate activities effectively. 

Freshservice also provides visibility into change activities through customizable dashboards and reports, empowering organizations to track progress, identify bottlenecks, and make data-driven decisions to optimize their change management processes. It helps organizations minimize errors, reduce downtime, and ensure compliance with regulatory requirements by standardizing and automating change workflows, ultimately enhancing operational efficiency and mitigating risks associated with change. With its user-friendly interface and robust features, Freshservice empowers IT teams to drive successful change initiatives while delivering exceptional service and value.