The Managing Complex Change Model

The Lippitt-Knoster Model for Managing Complex Change is an excellent tool both to plan Change, as well as to diagnose issues when a project is already happening. It provides a consolidated map of all the elements needed, and I particularly like the focus on Incentives, as these are way too often missed in many alternative models.

The Key Components of the Model for Managing Complex Change

• Vision:
• Why is change needed?
• Shared and are people buying in? 
• Are there measurable, achievable goals? 
• Consensus:
• Leaders cannot assume they have the power to push through change without gaining a consensus. 
• Skills:
• What skills are needed? 
• Do staff members have expertise or training in what they are being asked to do? 
• If not, will it be provided by someone they trust?
• Incentives:
• How will employees benefit them? 
• Can be tangible such as monetary, or intangible such as personal achievement or prestige.
• Resources:
• What resources are readily available? 
• Are they appropriate? 
• Are there in-house people who are resources? 
• Is the distribution of resources fair? 
• What resources are needed and how will you get them?
• Action Plan:
• The action plan for change should be clear and developed by a representation of all stakeholders. 
• Without a plan, gaining traction and moving forward is impossible.

The possible negative change outcomes

• Confusion.
• Sabotage.
• Anxiety.
• Resistance.
• Frustration.
• Treadmill or False Start.

References

• Models: The Lippitt-Knoster Model for Managing Complex Change | Sergio Caredda