catalystneeded toovercome inertiaand focus theorganization onthe problemsfacedProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionExothermicdescribes achangesituation whenenergy isliberated byactionsDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesFruitationis the time whenthe hard workplays off and theorganizationseems newChangeLeaderspull people tochange throughthe use of apowerfulchange visionSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedResponsibilityChartingwho will dowhat, when,where, why,and howsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal world"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionschangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskForcefieldanalysisexaminesthe forces forand againstchange"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangePre-changephasecenters oncommunicatingneed andgainingapproval for thechangeCommitmentChartsan evaluationof the level ofcommitmentof majorplayersinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenDeterminationmotivation tocontinue thelong path totransformationEmergentChangea change thatgrows out ofincrementalchangeinitiativescatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionExothermicdescribes achangesituation whenenergy isliberated byactionsDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesFruitationis the time whenthe hard workplays off and theorganizationseems newChangeLeaderspull people tochange throughthe use of apowerfulchange visionSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedResponsibilityChartingwho will dowhat, when,where, why,and howsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal world"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionschangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskForcefieldanalysisexaminesthe forces forand againstchange"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangePre-changephasecenters oncommunicatingneed andgainingapproval for thechangeCommitmentChartsan evaluationof the level ofcommitmentof majorplayersinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenDeterminationmotivation tocontinue thelong path totransformationEmergentChangea change thatgrows out ofincrementalchangeinitiatives

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