PushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationCommitmentChartsan evaluationof the level ofcommitmentof majorplayersPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsFruitationis the time whenthe hard workplays off and theorganizationseems newsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackResponsibilityChartingwho will dowhat, when,where, why,and howinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedEmergentChangea change thatgrows out ofincrementalchangeinitiativesForcefieldanalysisexaminesthe forces forand againstchangeExothermicdescribes achangesituation whenenergy isliberated byactionsDeterminationmotivation tocontinue thelong path totransformationSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changeschangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldChangeLeaderspull people tochange throughthe use of apowerfulchange visionBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organization"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangePre-changephasecenters oncommunicatingneed andgainingapproval for thechange"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionscatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationCommitmentChartsan evaluationof the level ofcommitmentof majorplayersPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsFruitationis the time whenthe hard workplays off and theorganizationseems newsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackResponsibilityChartingwho will dowhat, when,where, why,and howinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedEmergentChangea change thatgrows out ofincrementalchangeinitiativesForcefieldanalysisexaminesthe forces forand againstchangeExothermicdescribes achangesituation whenenergy isliberated byactionsDeterminationmotivation tocontinue thelong path totransformationSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changeschangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldChangeLeaderspull people tochange throughthe use of apowerfulchange visionBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organization"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangePre-changephasecenters oncommunicatingneed andgainingapproval for thechange"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionscatalystneeded toovercome inertiaand focus theorganization onthe problemsfaced

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