APMG Change Management Foundation flashcards
APMG Change Management Foundation · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- ADKAR
- A five-step individual change model: Awareness, Desire, Knowledge, Ability and Reinforcement; each element must be achieved in sequence for lasting individual change.
- Kubler-Ross change curve
- A model of emotional response to change with stages such as denial, anger, bargaining, depression and acceptance; individuals move through the stages at different speeds.
- Bridges transition model
- Describes psychological transition through three phases: ending, neutral zone and new beginning; it focuses on inner experience rather than the external change event.
- Beckhard-Harris change equation
- Formula stating that Dissatisfaction × Vision × First steps must be greater than Resistance for change to occur; if any factor is zero, the product is zero.
- Lewin unfreeze-change-refreeze
- A three-stage individual and organisational change model: unfreeze existing behaviour, make the change, then refreeze to sustain new norms.
- Resistance to change
- A normal response to perceived loss or uncertainty; it can be active or passive and is addressed by understanding the concern rather than ignoring it.
- Kotter's eight steps
- A sequence for leading organisational change: urgency, guiding coalition, vision, communication, empowerment, short-term wins, consolidation and anchoring in culture.
- McKinsey 7S model
- Seven interdependent elements: Strategy, Structure, Systems, Shared values, Style, Staff and Skills; hard and soft elements must align for effective change.
- Force-field analysis
- A technique that lists driving forces and restraining forces for a change and compares their strength to decide whether and how to proceed.
- Change kaleidoscope
- A framework by Balogun and Hope Hailey that considers context, design choices and change management levers when planning organisational change.
- Organisational culture (Schein)
- Three levels: artefacts, espoused values and underlying assumptions; changing visible artefacts without addressing assumptions does not change culture.
- Stakeholder
- Any person or group affected by, or able to affect, the change; stakeholders may be internal or external and vary in influence and interest.
- Mendelow power-interest grid
- A matrix classifying stakeholders by power and interest; high power/high interest are managed closely, while low power/low interest are only monitored.
- Stakeholder salience model
- Prioritises stakeholders by power, legitimacy and urgency; those possessing all three attributes are definitive stakeholders requiring immediate attention.
- Stakeholder engagement plan
- Defines who to engage, why, messages, channels, frequency and owner; it includes a feedback loop and is updated as stakeholder attitudes change.
- Sponsor and coalition
- An active, visible senior sponsor plus a coalition of influential leaders; strong sponsorship is a top predictor of change success.
- Communication plan
- Specifies audience, message, channel, timing, sender and feedback mechanism for each stakeholder group; it aligns with the change plan.
- Engagement ladder
- Levels of stakeholder involvement: inform, consult, involve, collaborate and empower; higher levels build greater ownership but require more effort.
- Two-way communication
- Dialogue with feedback between sender and receiver; it reduces uncertainty, tests understanding and surfaces concerns that one-way messages hide.
- Cascade communication
- Passing consistent messages down the management line; it can be fast and personal but risks distortion, so core messages must be reinforced.
- WIIFM
- What's in it for me: a communication principle explaining personal benefits or consequences of a change; it links messages to individual motivation and desire.
- Sender-receiver model
- Communication model with encoding, channel, decoding, noise and feedback; noise can distort the message at any stage of transmission.
- Change impact assessment
- Identifies and rates the effects of change on people, processes, technology and structure; it informs training, communication and support needs.
- Gap analysis
- Compares current state with future state to identify required changes and actions; gaps become the basis for transition and readiness plans.
- Business readiness
- The extent to which process, systems, data, people and support are prepared for go-live; it is broader than technical readiness alone.
- Role impact analysis
- Examines how roles change in tasks, skills, behaviours, workload and decision rights; it targets training and engagement where impact is greatest.
- Adoption metrics
- Measures of whether people actually use the new way of working, such as usage rates and proficiency; adoption reflects outcomes, not just training completion.
- Change readiness
- The ability, willingness and capacity of people and the organisation to adopt a change; it is assessed before and during implementation.
- Readiness assessment
- A structured check of leadership, culture, capacity, capability and engagement; results guide actions to close readiness gaps before go-live.
- Change fatigue
- Reduced capacity and motivation caused by repeated or overlapping change; it is managed by sequencing, pacing and prioritising changes.
- Readiness criteria
- Defined conditions for go-live such as training complete, support in place and communications done; they provide a go/no-go decision rule.
- Capacity for change
- The time, resources and attention available to absorb change; insufficient capacity is a common cause of change saturation and failure.