Implementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashioncatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedResponsibilityChartingwho will dowhat, when,where, why,and howchangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenPre-changephasecenters oncommunicatingneed andgainingapproval for thechangeProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotions"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeForcefieldanalysisexaminesthe forces forand againstchangePreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organization"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeFruitationis the time whenthe hard workplays off and theorganizationseems newStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsExothermicdescribes achangesituation whenenergy isliberated byactionsTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersCommitmentChartsan evaluationof the level ofcommitmentof majorplayersSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesEmergentChangea change thatgrows out ofincrementalchangeinitiativesDeterminationmotivation tocontinue thelong path totransformationinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeChangeLeaderspull people tochange throughthe use of apowerfulchange visionprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashioncatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedResponsibilityChartingwho will dowhat, when,where, why,and howchangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenPre-changephasecenters oncommunicatingneed andgainingapproval for thechangeProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotions"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeForcefieldanalysisexaminesthe forces forand againstchangePreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organization"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeFruitationis the time whenthe hard workplays off and theorganizationseems newStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsExothermicdescribes achangesituation whenenergy isliberated byactionsTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersCommitmentChartsan evaluationof the level ofcommitmentof majorplayersSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesEmergentChangea change thatgrows out ofincrementalchangeinitiativesDeterminationmotivation tocontinue thelong path totransformationinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeChangeLeaderspull people tochange throughthe use of apowerfulchange visionprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroften

Duck's Change Model Bingo - Call List

(Print) Use this randomly generated list as your call list when playing the game. There is no need to say the BINGO column name. Place some kind of mark (like an X, a checkmark, a dot, tally mark, etc) on each cell as you announce it, to keep track. You can also cut out each item, place them in a bag and pull words from the bag.


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  1. includes designing new organizational structures, job descriptions, and lots of other detailed plans as well as changing people's mindsets and work practices
    Implementation
  2. has the clear vision for the organization and uses that vision to reinforce a culture of learning and adaptation
    The Intuitive Adapter
  3. involve the use of structured questions to collect information from individuals and groups in systematic fashion
    Surveys
  4. needed to overcome inertia and focus the organization on the problems faced
    catalyst
  5. who will do what, when, where, why, and how
    Responsibility Charting
  6. the group of employees, usually from a cross-section of the organization, that is charged with a change task
    change team
  7. attempt to move people in the desired direction through rational persuasion
    Push Tactics
  8. attempt to draw people on the desired direction through rational persuasion
    Pull Tactics
  9. senior executive who fosters commitment to the change and assists the change agents who are actively making the change happen
    Sponsor
  10. centers on communicating need and gaining approval for the change
    Pre-change phase
  11. a traditional approach to planned change, starts with mission, plans, and objectives; sets out specific implementation steps, responsibilities, and timelines
    Programmatic Change
  12. the psychiatrist who's work inspired the behavior change model based on emotions
    Elizabeth Kubler-Ross
  13. a willingness to engage in organizational analysis, see what needs to be done, and take the initiative to move the change forward
    "Do it" Orientation
  14. plays an advisory and guidance role to change leaders and design and implementation teams
    steering team
  15. an approach when people need to see the whole picture before becoming committed
    Seeing First Strategy
  16. asks change agents to consider the major choices and the possible consequences of those alternatives
    Decision tree analysis
  17. involves disseminating details of the change and should include obtaining and listening to feedback
    Midstream phase
  18. bottom-up participation on the change initiative focuses on attitudinal changed that will support the needed behavioral changes required by the organizational change
    Participative Approach
  19. examines the forces for and against change
    Force field analysis
  20. requires a tremendous amount of planning and operational work and alignment of leaders
    Preparation
  21. includes change initiatives focused on altering established social relationships within the organization
    Behavioral-social Change
  22. a simplification of the complex, often volatile, human emotion that accompanies change
    "Change Curve"
  23. is the time when the hard work plays off and the organization seems new
    Fruitation
  24. occurs when people have an insufficient sense of threat or challenge from the external world
    Stagnation
  25. consultant who first introduced the change model based on emotional transitions
    Jeanie Daniel Duck
  26. describes a change situation when energy is liberated by actions
    Exothermic
  27. has a clear and powerful vision of what the organization needs and uses that vision to capture the hearts and motivations of the organization's members
    The Emotional Champion
  28. an evaluation of the level of commitment of major players
    Commitment Charts
  29. adjustments made to formal systems and processes that reduce resistance while advancing the desired changes
    Systemic Adjustments
  30. a change that grows out of incremental change initiatives
    Emergent Change
  31. motivation to continue the long path to transformation
    Determination
  32. an employee of the organization who knows the organization intimately and is attempting to create change
    internal change agent
  33. pull people to change through the use of a powerful change vision
    Change Leaders
  34. facilitates the "how to" of change, playing the role of third-party intervener often
    process helper