Leading Change: Frameworks & Models

Every organization claims to be “undergoing transformation.” But behind the buzzwords lies a truth: most change efforts struggle—or fail outright. The reasons vary, but a common thread is the lack of structure. Transformation needs more than vision; it needs a process. This is where change management frameworks come in. For HR leaders, these models offer a roadmap—but only if applied with nuance and grounded in people realities.

Why Use Change Frameworks?

Change is inherently messy. Frameworks provide:

• Structure and sequence for complex efforts
• A common language for cross-functional teams
• Tools to anticipate resistance, misalignment, and drift
• Anchors for measuring progress and sustaining results

But no single model fits all. HR’s job is to understand the landscape of frameworks and choose, adapt, or combine them to suit the organization’s context.

Kotter’s 8-Step Model

John Kotter’s model is one of the most cited frameworks—and for good reason. It outlines eight sequential steps that take an organization from inertia to momentum:

1. Create urgency
2. Build a guiding coalition
3. Form a strategic vision
4. Communicate the vision
5. Empower broad-based action
6. Generate short-term wins
7. Sustain acceleration
8. Anchor new approaches in culture

Strengths: Momentum-focused, leadership-driven, culturally aware
Limitations: Linear logic can struggle in agile or emergent change settings

Lewin’s 3-Phase Model

Kurt Lewin’s classic model frames change as a movement across three states:

1. Unfreeze – challenge the status quo, prepare minds
2. Change – implement the new behaviors, processes, structures
3. Refreeze – stabilize and institutionalize new norms

Strengths: Simplicity, emotional realism
Limitations: Doesn’t map well to continuous or iterative change environments

The ADKAR Model (Prosci)

Popular in change enablement circles, ADKAR focuses on individual transitions:

• Awareness of the need for change
• Desire to participate and support
• Knowledge of how to change
• Ability to implement skills and behaviors
• Reinforcement to sustain the change

ADKAR helps HR design tailored interventions at each stage of employee experience. It’s especially useful for training, communication, and adoption monitoring.

Strengths: People-centered, diagnostic, adaptable
Limitations: Focuses on individual level—less helpful for structural transformation

McKinsey 7-S Framework

Although not a change model per se, the 7-S model is widely used in transformations. It emphasizes alignment across:

• Strategy
• Structure
• Systems
• Shared values
• Skills
• Style
• Staff

HR can use this to identify misalignment between values and behaviors, or structure and capabilities.

Agile and Iterative Approaches

In fast-moving environments, linear models often fall short. HR teams working in agile organizations may adopt:

• Change sprints – short cycles of intervention and feedback
• Co-creation workshops – employees shape the change process
• Pulse listening – continuous feedback loops to steer direction

These methods emphasize adaptability, involvement, and iteration, and shift HR from broadcaster to facilitator.

Choosing the Right Model

The best framework is the one that fits your:

• Organizational culture
• Change history and maturity
• Leadership behaviors
• Speed and complexity of change

In many cases, HR leaders blend models—using Kotter to shape leadership behavior, ADKAR to support employees, and agile sprints to test initiatives.

HR’s Role in Model Application

Models don’t implement themselves. HR must:

• Translate abstract steps into actionable programs
• Embed change tools into HRIS, performance, and onboarding
• Coach leaders on their role in sponsoring and modeling change
• Track metrics aligned to the chosen framework

Models matter—but only when used well. The real value of frameworks lies not in their elegance, but in how HR applies them to move people, shape culture, and create lasting transformation.