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Lead Successful Change Projects with Expert Tools, Templates & Video Tutorials
Step 1: Prepare for Change
Use these templates to prepare for your change management project. Select the models, frameworks, and tools that will guide your approach to change. Then, choose the assessment tools to help you engage stakeholders, design your change plan, and prepare for the change.
Models & Frameworks
ADKAR Change Management Model
The ADKAR Change Management Model is a structured approach that helps organizations navigate successful transformations by focusing on five key phases: Awareness, Desire, Knowledge, Ability, and Reinforcement. This model simplifies the complex process of change by breaking it into clear, achievable steps for both individuals and organizations. By addressing these stages in sequence, businesses can increase adoption, reduce resistance, and ensure long-term success. The ADKAR model is particularly useful for guiding employees through change, making it a practical framework for organizational growth and innovation.
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AIM Accelerated Implementation
The AIM Accelerated Implementation Methodology is a structured system designed to help organizations implement change efficiently and effectively. Combining organizational theory with practical tools, it provides a clear, adaptable framework for executing both large-scale transformations and smaller process improvements. AIM ensures that change initiatives are strategic, measurable, and sustainable, guiding teams through planning, execution, and evaluation. By using AIM, organizations can streamline their change efforts, reduce disruptions, and drive long-term success.
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Beckhard & Harris Change Process
The Beckhard & Harris Change Process is a five-step model that helps organizations analyze, plan, and implement change successfully. The process includes assessing internal operations, identifying the need for change, conducting a gap analysis, developing an action plan, and managing the transition. It follows a structured formula: Dissatisfaction × Vision × First Steps > Resistance to Change (D × V × F > R), ensuring that the motivation for change outweighs opposition. This method provides a clear roadmap for businesses to reduce resistance and drive effective, long-lasting transformation.
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Boston Consulting Group Change Delta
The Boston Consulting Group (BCG) Change Delta is a strategic change management model that focuses on investing resources into four critical areas: executional certainty, leadership enablement, governance & program management, and organizational engagement. These elements are interconnected, ensuring that change efforts are cohesive, well-supported, and sustainable. By prioritizing these key areas, organizations can increase adoption, reduce implementation risks, and drive lasting transformation. The BCG Change Delta provides a structured, high-impact approach to managing change effectively.
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Bridges Leading Transition Model
Bridges Leading Transition Model is a change management framework that focuses on the emotional and psychological transition individuals go through during change. It outlines three key phases: Ending, Losing & Letting Go, where individuals process the loss of the old way; the Neutral Zone, a period of adjustment and uncertainty; and the New Beginning, where acceptance and commitment to the change take hold. This model helps managers support employees through transitions, reducing resistance and increasing engagement. By focusing on the human side of change, organizations can ensure smoother, more effective transformations.
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Change Curve Model
The Change Curve Model, also known as the Kubler-Ross Change Curve, is a tool used to understand emotional responses to change. Based on Elisabeth Kubler-Ross’s five stages of grief, the model outlines how people typically experience shock, denial, frustration, exploration, and eventual acceptance during transitions. By recognizing these emotional stages, leaders can provide targeted support, address concerns, and help employees move through change more effectively. This model is especially useful in managing resistance, fostering engagement, and ensuring a smoother change process.
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Change Fatigue Model
The Change Fatigue Model explains how poor communication and excessive change can lead to employee burnout, frustration, and disengagement. When change initiatives are poorly defined, delayed, or overwhelming, employees may feel lost in shifting priorities and become resistant to future change efforts. This model helps organizations identify warning signs of fatigue and implement strategies to pace transformations, set realistic expectations, and manage workloads effectively. By addressing change fatigue, businesses can maintain morale, increase engagement, and improve the success of long-term transformations.
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Change Management Levers
Change Management Levers are key tools that, when used together, help ensure successful organizational change. The five primary levers include communication plans, sponsorship roadmaps, coaching, training, and resistance management plans. These elements work in tandem to build awareness, provide support, and address challenges that arise during the change process. By leveraging these tools effectively, organizations can reduce resistance, improve employee engagement, and accelerate adoption. A structured approach using these levers increases the likelihood of a smooth and sustainable transition.
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Change Management Maturity Model
The Change Management Maturity Model assesses an organization’s ability to manage and implement change effectively. It categorizes organizations into five levels, ranging from Level 1 (no change capability) to Level 5 (high competency in change management). As organizations move up the maturity scale, tailored strategies guide how to engage stakeholders, manage resistance, and drive adoption. This model helps businesses identify gaps in their change management processes and develop strategies for improvement. By assessing maturity levels, organizations can build stronger change capabilities and enhance long-term success.
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Deming Change Cycle
The Deming Change Cycle, also known as PDCA (Plan-Do-Check-Act), is a continuous improvement framework that helps organizations enhance product quality and reduce defects. The cycle begins with Planning, where goals and necessary changes are identified, followed by Doing, which involves testing small-scale changes over time. The Study phase evaluates the effectiveness of these changes, and the Act phase implements successful improvements on a larger scale. This method ensures systematic, data-driven decision-making for long-term quality improvement.
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EASIER Change Model
The EASIER Change Model provides a structured checklist to ensure successful organizational change. The acronym EASIER stands for Envision, Activate, Support, Implement, Ensure, and Recognize. This model helps organizations define a clear vision, communicate roles, provide ongoing support, implement structured changes, reinforce new behaviors, and recognize contributions. By following these steps, companies can reduce resistance, foster engagement, and create lasting change.
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GE Change Acceleration Process
The GE Change Acceleration Process (CAP) is a change management framework that emphasizes the importance of cultural factors alongside technical expertise. Research by General Electric found that change initiatives fail when organizational culture and leadership engagement are not prioritized. CAP focuses on creating alignment, fostering leadership commitment, and driving stakeholder engagement to ensure change efforts are sustainable and effective. This model helps businesses accelerate adoption and reduce resistance during transitions.
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Kotter’s 8-Step Change Model
Kotter’s 8-Step Change Model is a structured approach to implementing successful organizational change. It includes creating urgency, forming a powerful coalition, developing a vision, communicating the change, removing obstacles, generating short-term wins, building momentum, and embedding the change into the organization’s culture. This method provides a step-by-step roadmap for overcoming resistance, maintaining engagement, and ensuring long-term transformation. Kotter’s model is widely used because it combines strategy, leadership, and culture-building for sustained success.
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Kubler-Ross Change Curve
The Kubler-Ross Change Curve describes the emotional stages individuals go through when experiencing change. Originally developed to explain grief, it applies to organizational change by outlining phases such as denial, frustration, exploration, and acceptance. Understanding this model helps leaders anticipate employee reactions, provide appropriate support, and guide teams through change more effectively. By acknowledging these emotional responses, businesses can reduce resistance, improve engagement, and create a smoother transition process.
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Lewin’s Change Management Model
Lewin’s Change Management Model is a three-stage framework designed to help employees understand and embrace change. The process includes Unfreeze, Change, and Refreeze, ensuring that employees recognize why change is necessary, transition through the change, and sustain new behaviors. By addressing employee awareness and motivation, this model reduces resistance and increases commitment to long-term transformation. Organizations use this method to structure change efforts effectively and drive successful adoption.
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Maurer’s Change Model
Maurer’s Change Model identifies three levels of resistance to change and strategies for overcoming them. Level 1 (“I don’t get it”) is driven by a lack of information and requires clear communication. Level 2 (“I don’t like it”) stems from emotional resistance and fear, requiring reassurance and engagement. Level 3 (“I don’t like you”) involves distrust in leadership, necessitating relationship-building and transparency. By identifying resistance at these levels, organizations can address concerns effectively and increase change adoption.
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Nudge Change Model
The Nudge Change Model is based on Nudge Theory, which influences employee decisions without forcing compliance. This model encourages change by subtly guiding employees toward rational choices that align with organizational goals. By providing better information, incentives, and positive reinforcement, organizations can increase acceptance and minimize resistance. The Nudge Model is particularly useful in shaping behaviors and fostering a culture of continuous improvement without overwhelming employees with mandatory change.
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People-Centered Implementation Model
The People-Centered Implementation (PCI) Model focuses on the human side of change, ensuring that employees feel valued and engaged in the transformation process. By addressing six key factors—leadership effectiveness, employee engagement, committed local sponsors, personal connection, sustained performance, and shared purpose—organizations can increase buy-in and long-term success. This model highlights the importance of communication, motivation, and employee support in driving successful change adoption.
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Switch Change Framework
The Switch Change Framework helps organizations balance emotional and rational decision-making during change initiatives. It recognizes that while logic provides direction, emotions drive motivation, and successful change requires both elements to work together. By setting a clear goal, the rational mind gains focus while the emotional mind stays engaged through motivation. This framework ensures that employees are not overwhelmed by analysis paralysis or ruled by fear, creating a smooth, goal-oriented transition that enhances change adoption.
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Project Planning & Assessment Tools
Case for Change
A Case for Change is a structured document that captures the reasons a transformation is necessary and aligns stakeholders on the need for action. It consolidates key details from existing documents such as a Scope of Work, Project Charter, and background analysis, making it easier to communicate the purpose and urgency of change. This tool helps leaders, sponsors, and teams craft clear messaging for employees, ensuring that everyone understands why the change is happening, what it will achieve, and how they will be impacted. A well-defined case for change increases buy-in and smooths the transition process.
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Burning Platform
The Burning Platform is a change management metaphor that highlights the urgency of transformation when the status quo is no longer sustainable. It originates from a real-life oil rig explosion, where a survivor had to choose between certain destruction or taking a leap into the unknown. In business, this concept is used to communicate the necessity of change, ensuring that leaders and employees understand that inaction is more dangerous than taking bold steps forward. This approach helps drive commitment, reduce complacency, and create a sense of urgency for transformation.
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Change Impact Analysis
A Change Impact Analysis is a tool used to assess the effects of change on different stakeholder groups. It helps organizations determine who will be impacted, how they will be affected, and what support is needed for a successful transition. The analysis involves mapping the gap between the current (“As-Is”) and future (“To-Be”) state, categorizing impact types, and identifying necessary change management interventions such as training, communication, and engagement plans. This structured approach ensures that potential challenges are addressed early, reducing disruption and increasing the likelihood of a smooth implementation.
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Change Magnitude Assessment
A Change Magnitude Assessment is a tool used in the early stages of a transformation project to evaluate the scale and complexity of the change. It helps organizations determine the level of effort, resources, and staffing required for successful change management. By assessing factors such as process shifts, system changes, cultural impact, and stakeholder disruption, businesses can plan effectively and allocate resources strategically. This template provides a structured way to rate change factors, ensuring that leaders have a clear understanding of the change’s impact and required support mechanisms.
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Change Readiness Assessment
A Change Readiness Assessment is a tool used to evaluate how prepared different stakeholder groups are to adopt a change initiative. It measures factors such as awareness, engagement, and capability levels, ensuring that teams can identify potential roadblocks before implementation. By analyzing readiness, organizations can adjust communication strategies, provide necessary training, and allocate resources efficiently. This structured approach reduces resistance, enhances adoption rates, and ensures a smoother transition. Regular assessments help organizations track progress and adjust change plans as needed.
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Communications Development Plan
A Communications Development Plan outlines the key messages, audiences, and delivery methods for communicating change within an organization. It ensures that stakeholders receive relevant information based on the specific impacts they will experience. The plan includes details on who develops and approves messages, the communication channels used, timelines, and the status of each communication deliverable. By structuring communication efforts, organizations can reduce uncertainty, improve engagement, and drive smoother adoption of change initiatives.
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Core Organizational Values
Core Values are the fundamental beliefs that shape an organization’s culture, decision-making, and interactions with employees and customers. They guide internal operations, leadership behaviors, and external business strategies, ensuring alignment with long-term goals. Core values should be clearly defined, consistently demonstrated, and embedded into all aspects of the business, from employee relations to customer engagement. A strong set of core values helps differentiate a company, build trust, and create a unified organizational identity.
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Focus Group Management
Focus Groups are an effective way to gather stakeholder insights, identify concerns, and assess the impact of change initiatives. By facilitating discussions, organizations can understand employee reactions, uncover potential challenges, and adjust their change management strategies accordingly. A structured Focus Group Management process ensures that participant selection, discussion topics, and key takeaways are properly documented and analyzed. This approach helps businesses develop informed strategies that address stakeholder concerns and improve implementation success.
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Head, Heart, & Hands Model
The Head, Heart, & Hands Model is a change management framework that ensures change efforts connect with employees on a rational, emotional, and practical level. The Head represents logic, providing clear reasoning for the change. The Heart focuses on emotional buy-in, helping employees feel personally invested in the transformation. The Hands emphasize action, ensuring employees have the tools and support needed to implement the change. By addressing all three areas, organizations can increase engagement and drive successful adoption.
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Sponsor Roadmap
A Sponsor Roadmap outlines the specific actions that executives and senior leaders must take to support and drive change initiatives. It ensures that leadership remains actively engaged in the process, providing visible sponsorship, reinforcing messages, and securing resources. By tracking sponsor involvement, organizations can increase credibility, reduce resistance, and improve overall change adoption. A well-structured Sponsor Roadmap ensures that leaders play an essential role in driving transformation.
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Stakeholder Analysis - Group Level
A Stakeholder Group Analysis identifies the key groups that will be impacted by a change initiative and assesses their influence, engagement level, and potential resistance. By categorizing stakeholders and evaluating their readiness, organizations can develop targeted strategies to ensure smooth transitions. This method enables leaders to prioritize communication, address concerns proactively, and tailor engagement plans to different stakeholder needs, increasing the likelihood of successful adoption.
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Stakeholder Analysis - Individual Level
A Stakeholder Analysis (Individual Level) helps organizations identify key individuals who will support or resist change efforts. By assessing influence, impact, and resistance levels, change leaders can determine how to engage and manage these stakeholders. This process ensures that supporters are leveraged for advocacy and resistant individuals are addressed through communication and involvement. Tracking stakeholder responses over time allows for adaptability and improved engagement strategies.
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Stakeholder Interview Management
Stakeholder Interview Management is a structured approach for conducting, tracking, and analyzing interviews with key individuals impacted by change. By gathering insights through interviews, organizations can identify concerns, understand resistance, and develop effective change management strategies. This tool ensures that stakeholder feedback is systematically collected and used to refine communication and engagement plans. Effective interview management helps increase trust, reduce uncertainty, and improve change adoption.
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What’s In It For Me?
What’s In It For Me? (WIIFM) is a concept that addresses the personal benefits and motivations behind accepting change. Stakeholders often resist change unless they see how it benefits them directly, such as improved workflows, career growth, or reduced effort. WIIFM statements help organizations tailor messaging to highlight specific advantages for different stakeholder groups, increasing engagement, reducing resistance, and encouraging a smoother transition. Clearly communicating these benefits ensures that employees feel valued and motivated to embrace change.
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Step 2: Implement Change
Use these templates to implement your change project.
Change Management Plan
A Change Management Plan is a structured approach to guiding individuals, teams, and organizations through transitions. It outlines key steps, including assessing the need for change, defining objectives, communicating effectively, and addressing resistance. The plan ensures that changes are implemented smoothly, minimizing disruptions and maximizing adoption. Strategies often include stakeholder engagement, training, and continuous feedback loops to support employees through the process. By proactively managing change, organizations increase the likelihood of successful implementation and long-term sustainability.
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Change Resistance Management Plan
A Change Resistance Management Plan helps organizations identify, analyze, and mitigate resistance to change initiatives. Employees often resist change due to fear, uncertainty, or concerns about job security and workload. This tool allows teams to document specific resistances, assess their root causes, and develop targeted strategies to address them. By fostering open communication, building trust, and providing clear justifications for change, organizations can increase employee buy-in and reduce disruption. A proactive resistance management plan ensures that transitions are smoother and more widely accepted.
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Change Risk Assessment
A Change Risk Assessment is a structured method used to identify, evaluate, and mitigate risks associated with a change initiative. It helps organizations determine potential barriers, stakeholder concerns, and operational disruptions that could impact the success of the project. By conducting a thorough assessment, teams can prioritize risks, implement preventive strategies, and develop contingency plans. This proactive approach reduces uncertainty, enhances preparedness, and ensures a more controlled and effective change process.
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Change Team Staffing Requirements
Change Team Staffing Requirements define the roles and resources needed to support a change initiative effectively. The number and type of team members vary based on the size, complexity, and impact of the change project. For small projects, a single Change Management Consultant may be sufficient, whereas larger initiatives require specialized roles such as communications, training, and stakeholder engagement experts. This framework helps organizations scope team size, allocate responsibilities, and ensure adequate support for all impacted stakeholder groups. A well-structured change management team increases the efficiency and success of the transition process.
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Go-Live Plan
A Go-Live Plan outlines the necessary steps, timelines, and responsibilities for successfully implementing a change initiative. It ensures that all preparations, risk mitigation strategies, and contingency plans are in place before execution. A structured Go-Live process includes tracking progress, assigning leads, and setting deadlines to guarantee a smooth transition. This tool helps organizations reduce implementation risks, improve coordination, and ensure the change is effectively launched.
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Training Development Plan
A Training Development Plan outlines the knowledge, skills, and competencies employees need to adapt to changes in their roles, processes, or technology. It details specific training deliverables, development timelines, and responsible parties to ensure structured learning. By using a systematic training approach, organizations can equip employees with the necessary skills, reduce knowledge gaps, and increase confidence in the new system. A well-implemented training plan supports a smoother transition and enhances overall change success.
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User Acceptance Testing
User Acceptance Testing (UAT) is a critical phase where a new strategy, technology, or process is tested by actual users before full implementation. These users, often employees or key stakeholders, interact with the system to identify potential issues, provide feedback, and validate functionality. UAT helps organizations ensure that the change meets real-world requirements and user expectations. This process reduces risk, improves usability, and enhances adoption by involving users early in the transition.
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Step 3: Measure & Sustain Change
Use these templates to measure and track the results of your change project.
Change Success Metrics
Change Success Metrics are measurable indicators that track the effectiveness of change management efforts. These metrics assess success at both individual and organizational levels, providing insights into employee adoption, engagement, and performance improvements. Organizations should define success metrics early in the project to ensure alignment among stakeholders and leadership. Common categories of measurement include organizational performance, individual behavior change, and the effectiveness of change management activities. Regularly tracking these metrics allows organizations to adjust strategies and ensure long-term sustainability.
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Critical Success Factors
Critical Success Factors are key actions or areas that an organization must focus on to achieve its strategic goals. These are the essential tasks that need to be performed well to support the company’s overall mission. By identifying these factors, organizations can prioritize efforts and ensure they’re on track to meet their objectives.
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Key Outcome Indicators
Key Outcome Indicators (KOIs) are metrics used to measure an organization’s overall performance and success. They help track how well different departments and the organization as a whole are achieving their goals. KOIs provide valuable insights for decision-making by highlighting measurable success factors. They also show progress toward strategic objectives, helping teams and leaders assess where they stand in achieving their plans.
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Objectives & Key Results (OKR)
OKRs, which stands for “Objectives and Key Results,” is a popular goal-setting tool used to track progress on ambitious projects. The objective is a clear, action-oriented goal, while the Key Results measure progress toward achieving that goal. Key Results should be challenging yet achievable, and they must be quantifiable to effectively track progress. This model helps teams stay focused and aligned while measuring success.
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OGSM Strategy Framework
The OGSM Strategy Framework is a tool that helps organizations move from planning to executing their business strategy. OGSM stands for Objective, Goals, Strategies, and Measures. This method connects a company’s overall mission and vision to specific, actionable steps. It’s useful for ensuring that strategy is implemented effectively and aligns with employees’ daily actions and behaviors.
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Soren helps leaders unlock their hidden strengths and those of their teams to drive transformative outcomes.
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Dr. Stephanie Duggan
Soren knows what it takes to be successful in our rapid paced and constantly changing environment and redefines what all leaders and organizations need to build as competencies for the future.
Chief Technology Officer, Colgate-Palmolive
Pat Verduin, Ph.D.
Soren uses powerful storytelling to take us on a journey to deeply understand our experiences and teach us how to maximize the impact they have on our leadership and business success.
Vice President, Talent & Development, Amazon Web Services
Michael J. Arena
Soren provides a long overdue blueprint to more intentionally access the mindsets, abilities, and know-how gained from your unique life experience.
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Carrie Smith
Soren’s concept of Experiential Intelligence is the new imperative for unlocking the peak potential of individuals, teams, and organizations.
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Kathryn J. Coleman, Ph.D
Dr. Kaplan provides keen insights into how the experiences we have form our current mindsets and an approach for how to gain self-awareness into your unique assets to foster both personal and professional growth.
CEO, American Nurses Association
Dr. Loressa Cole
Soren delivers deep insight into how we show up and perform at work, in our relationships, and life itself.
Chief Learning Officer, ASAE: The Center for Association Leadership
Anne Blouin, CAE
Soren reveals strategies for engaging people in the type of experiential learning that challenges assumptions and leads to breakthroughs.
Director, Global Innovation Center of Excellence, Hershey’s
Deborah Arcoleo
Soren outlines exactly the right principles for creating an organizational mindset that challenges orthodoxies, and seeks out and learns from surprises.
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Glenn Allen
Soren delivers new principles and tools that anyone can apply to their business. He provides the new guide for entrepreneurs and leaders in today’s environment.
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Sarah Robb O’Hagan
Soren shows that leaders who look inward to challenge the status quo will be on track to truly change the game.
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Soren helped our leadership team assess, design, and build an action plan for further embedding innovation into our culture.
Senior Vice President & Head of Global Talent Development, NBCUniversal
Rebecca Romano
Culture is the key to innovation, and Soren helps leaders assess, frame, and create a sustainable environment for both innovation and growth.
CEO, Best Practices Institute
Louis Carter
Soren’s book, Experiential Intelligence, is a major game-changer for the field of transforming organizations.
Head of Change and Transformation, Cigna
Rachael Orleans
Soren reveals how to create a culture of empowerment and innovation that enables true sustainable growth and engagement.
Group Vice President, HCA Healthcare
Juan Sanchez
Soren artfully blends concrete research with compelling storytelling to clearly show what leads to higher performance as a leader and for your organization.
Vice President of Philanthropy, United Nations Foundation
Valencia Bembry
Soren helps leaders unlock their hidden strengths and those of their teams to drive transformative outcomes.
President & CEO, Ascension Regional Health System
Dr. Stephanie Duggan
Soren knows what it takes to be successful in our rapid paced and constantly changing environment and redefines what all leaders and organizations need to build as competencies for the future.
Chief Technology Officer, Colgate-Palmolive
Pat Verduin, Ph.D.
Soren uses powerful storytelling to take us on a journey to deeply understand our experiences and teach us how to maximize the impact they have on our leadership and business success.
Vice President, Talent & Development, Amazon Web Services
Michael J. Arena
Soren provides a long overdue blueprint to more intentionally access the mindsets, abilities, and know-how gained from your unique life experience.
Chief Marketing Officer of Australia & New Zealand, Accenture
Carrie Smith
Soren’s concept of Experiential Intelligence is the new imperative for unlocking the peak potential of individuals, teams, and organizations.
Senior Vice President, Talent Leaning and Insights, 3M
Kathryn J. Coleman, Ph.D
Dr. Kaplan provides keen insights into how the experiences we have form our current mindsets and an approach for how to gain self-awareness into your unique assets to foster both personal and professional growth.
CEO, American Nurses Association
Dr. Loressa Cole
Soren delivers deep insight into how we show up and perform at work, in our relationships, and life itself.
Chief Learning Officer, ASAE: The Center for Association Leadership
Anne Blouin, CAE
Soren reveals strategies for engaging people in the type of experiential learning that challenges assumptions and leads to breakthroughs.
Director, Global Innovation Center of Excellence, Hershey’s
Deborah Arcoleo
Soren outlines exactly the right principles for creating an organizational mindset that challenges orthodoxies, and seeks out and learns from surprises.
Co-Founder of OpenTable
Glenn Allen
Soren delivers new principles and tools that anyone can apply to their business. He provides the new guide for entrepreneurs and leaders in today’s environment.
President of Gatorade
Sarah Robb O’Hagan
Soren shows that leaders who look inward to challenge the status quo will be on track to truly change the game.
Kevin Martin
Chief Operating Officer, KQED Public Television & Radio, San Francisco
Soren helped our leadership team assess, design, and build an action plan for further embedding innovation into our culture.
Senior Vice President & Head of Global Talent Development, NBCUniversal
Rebecca Romano
Culture is the key to innovation, and Soren helps leaders assess, frame, and create a sustainable environment for both innovation and growth.
CEO, Best Practices Institute
Louis Carter
Soren’s book, Experiential Intelligence, is a major game-changer for the field of transforming organizations.
Head of Change and Transformation, Cigna
Rachael Orleans
Soren reveals how to create a culture of empowerment and innovation that enables true sustainable growth and engagement.
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