Models

Theorist: Kurt Lewin

Lewin's change management model is a three-stage process for implementing organizational change. The first stage is unfreezing, where the need for change is recognized and the status quo is disrupted. The second stage is moving, where new behaviors and processes are introduced and implemented. The third stage is refreezing, where the new changes are reinforced and become the new norm. This model provides a structured approach for managing change and ensuring its successful implementation.

Theorist: John P. Kotter

Kotter's 8-Step Change Model outlines a structured approach to implementing organizational change. The steps are: (1) create a sense of urgency to motivate action, (2) build a guiding coalition of change leaders, (3) develop a clear vision and strategy, and (4) communicate the vision effectively. Next, (5) empower employees to take action by removing barriers, (6) generate short-term wins to build momentum, (7) consolidate gains and drive more change, and (8) anchor the new approaches in the culture to sustain long-term success. The model emphasizes leadership, communication, and

continuous reinforcement to ensure lasting change.

Theorist: Jeff Hiatt

The ADKAR model is a framework that provides a structured approach to guiding individuals through the change process. It

ensures that employees not only understand the change but are also motivated to adopt it and have the necessary capabilities to implement it successfully. ADKAR: Awareness, Desire, Knowledge, Ability, Reinforcement. Focusing on these five steps increases the likelihood of success and minimizes resistance. 

Theorist: Tom Peters and Robert Waterman

The McKinsey 7S Model is a framework for analyzing organizational effectiveness by focusing on seven interconnected elements: Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff. Strategy refers to the organization's plan for competitive advantage, while Structure defines the organizational hierarchy. Systems are the processes that support daily operations. Shared Values form the organization's core beliefs, and Skills are the capabilities of its workforce. Style refers to leadership behavior, and Staff focuses on employee development. The model helps ensure alignment across these areas to achieve successful organizational change.

Theorist: Lee G. Bolman and Terrence E. Deal

A framework for understanding organizations and their challenges. It suggests that organizations can be viewed through four different lenses: structural, human resource, political, and symbolic. Structural focuses on the formal organization, rules, and hierarchies. Human resource emphasizes the people and their needs, motivations, and relationships. Political views organizations as arenas of power and conflict, where individuals and groups compete for resources and influence. Symbolic interprets organizations as cultures with shared meanings, symbols, and rituals.

Theorist: Richard H. Thaler and Cass Sunstein

Focuses on influencing behavior without imposing restrictions or mandates. Instead of forcing people to change, the nudge model encourages desired behaviors by subtly shaping the environment. Identify the desired behavior, understand the barriers, design a nudge (a subtle intervention that will make it easier, more attractive, or more socially acceptable to engage in the desired behavior), implement and measure to evaluate effectiveness. By using nudge theory, change managers can create a more supportive environment that encourages desired behaviors and drives positive change

Theorist: William Bridges

This model has three stages for understanding the individual experience of change. End: The first stage involves acknowledging and letting go of the old way of doing things. Neutral Zone: This is a period of uncertainty and confusion, where individuals may feel disoriented or adrift. New Beginnings: In the final stage, individuals embrace the new way of doing things and begin to find their footing in the changed environment. It theorizes that by understanding these stages, organizations can provide appropriate support and guidance to individuals during the change process and help them navigate

the transition successfully. 

Theorist: Jay Galbraith

An organizational design framework that focuses on five key components: Strategy, Structure, Processes, Rewards, and People. It emphasizes that strategy is the starting point, driving the rest of the design decisions, while structure determines the placement of power and authority. The remaining elements—processes, rewards, and people—work to ensure alignment and effectiveness in achieving organizational goals.

Theorist: Donald L. Kirkpatrick

A framework for evaluating training effectiveness, consisting of four levels: Reaction, Learning, Behavior, and Results. It assesses participants' immediate reactions, knowledge gained, behavior changes, and the impact on organizational outcomes. This model helps organizations measure both short-term and long-term success of training programs.

Theorist: Lev Vygotsky, Sergei Rubinstein, Alexei Leont'ev

In the context of program evaluation, it focuses on how individuals interact with tools, communities, and environments to achieve goals. It emphasizes the social and contextual factors that shape behaviors and outcomes, making it useful for understanding the dynamics within programs or trainings. This approach helps evaluators identify how organizational structures, tools, and social interactions influence success or challenges.

Theorist: B. F. Skinner

Behaviorism focuses on observable behaviors, arguing that learning occurs through conditioning—either classical (Pavlov) or operant (Skinner). It emphasizes external stimuli, responses, and reinforcement as key factors in learning.

Theorist: Noam Chomsky

Chomsky’s cognitivism posits that humans are born with an innate "universal grammar," a mental framework that facilitates language learning. This model contrasts with behaviorism by emphasizing internal cognitive processes rather than external conditioning, allowing humans to creatively generate and understand novel language structures. Chomsky’s ideas redirected focus to the mind's inherent structures in learning and cognition.

Theorist: Jean Piaget

Cognitive learning theory emphasizes the mental processes involved in learning, such as perception, memory, and problem-solving. Learning is seen as an internal process of organizing and integrating new knowledge with existing knowledge.

Theorist: Lev Vygotsky

Constructivism posits that learners actively construct their own understanding and knowledge of the world, through experiences and reflection. It focuses on the role of social interaction and cultural tools in learning.

Theorist: Albert Bandura

Social learning theory is a theory that explains how people learn new behaviors by observing and imitating others. It was introduced by Albert Bandura in his 1977 book Social Learning Theory.

Theorist: David Kolb

Kolb's experiential learning model emphasizes the process of learning through experience, suggesting that individuals learn best when they engage in a cycle of concrete experience, reflective observation, abstract conceptualization, and active experimentation. This model highlights the importance of integrating both practical experiences and theoretical understanding to enhance learning. By engaging in this cycle, learners can develop deeper insights and apply their knowledge more effectively.

Theorist: Abraham Maslow

Emphasizes the importance of personal growth and self-actualization in education, viewing learners as active participants in their own

development. It posits that fulfilling basic needs—such as physiological, safety, love, and esteem (hierarchy of needs)—creates a foundation for individuals to pursue higher-level goals and realize their full potential. This approach promotes a holistic understanding of learners, focusing on their emotional and psychological well-being as integral to the learning process.

Theorist: George Siemmens and Stephen Downes

Connectivism, suggests that learning happens through networks of information, particularly in digital environments. Knowledge is distributed, and learning is the ability to make connections between information sources.

Theorist: Malcolm Knowles

The art and science of helping adults learn, emphasizing the unique characteristics of adult learners. Knowles proposed that adults are

self-directed, bring prior experiences to the learning process, are motivated by internal factors, and prefer practical, relevant learning

experiences. This approach contrasts with traditional pedagogy by recognizing the importance of fostering autonomy and engaging learners in the learning process.

Theorist: Etienne Wenger and Jean Lave

According to Etienne Wenger, communities of practice are groups of individuals who share a common interest or passion and engage in

collective learning through regular interaction and collaboration. Wenger emphasizes the social nature of learning, where knowledge is

co-constructed through participation and shared experiences within the community.

In contrast, Jean Lave's view of communities of practice focuses on the concept of situated learning, where learning occurs through participation in specific contexts and activities. Lave emphasizes the importance of legitimate peripheral participation, where newcomers gradually become more involved and integrated into the community. While Wenger highlights the collaborative aspect of knowledge creation, Lave underscores the role of social context and the gradual process of becoming a full member of the community.

Theorist: Lev Vygotsky

Vygotsky's sociocultural learning model emphasizes that cognitive development is deeply rooted in social interaction and cultural context. He introduced the Zone of Proximal Development (ZPD), which identifies the range of tasks learners can accomplish with guidance, underscoring the importance of collaboration and support from knowledgeable others in the learning process.