SystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesCommitmentChartsan evaluationof the level ofcommitmentof majorplayersParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changePre-changephasecenters oncommunicatingneed andgainingapproval for thechangeTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationExothermicdescribes achangesituation whenenergy isliberated byactionsprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenDeterminationmotivation tocontinue thelong path totransformationStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleaders"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteams"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationChangeLeaderspull people tochange throughthe use of apowerfulchange visionSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionForcefieldanalysisexaminesthe forces forand againstchangeResponsibilityChartingwho will dowhat, when,where, why,and howElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesEmergentChangea change thatgrows out ofincrementalchangeinitiativesDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelineschangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskFruitationis the time whenthe hard workplays off and theorganizationseems newcatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesCommitmentChartsan evaluationof the level ofcommitmentof majorplayersParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changePre-changephasecenters oncommunicatingneed andgainingapproval for thechangeTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationExothermicdescribes achangesituation whenenergy isliberated byactionsprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenDeterminationmotivation tocontinue thelong path totransformationStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleaders"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteams"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationChangeLeaderspull people tochange throughthe use of apowerfulchange visionSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionForcefieldanalysisexaminesthe forces forand againstchangeResponsibilityChartingwho will dowhat, when,where, why,and howElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesEmergentChangea change thatgrows out ofincrementalchangeinitiativesDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelineschangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskFruitationis the time whenthe hard workplays off and theorganizationseems newcatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasion

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.


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