Pre-changephasecenters oncommunicatingneed andgainingapproval for thechangeDeterminationmotivation tocontinue thelong path totransformationTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party intervenerofteninternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesExothermicdescribes achangesituation whenenergy isliberated byactions"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happencatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersForcefieldanalysisexaminesthe forces forand againstchangeParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionResponsibilityChartingwho will dowhat, when,where, why,and howEmergentChangea change thatgrows out ofincrementalchangeinitiativesProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelines"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardchangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesFruitationis the time whenthe hard workplays off and theorganizationseems newChangeLeaderspull people tochange throughthe use of apowerfulchange visionCommitmentChartsan evaluationof the level ofcommitmentof majorplayerssteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationPre-changephasecenters oncommunicatingneed andgainingapproval for thechangeDeterminationmotivation tocontinue thelong path totransformationTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party intervenerofteninternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesExothermicdescribes achangesituation whenenergy isliberated byactions"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happencatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersForcefieldanalysisexaminesthe forces forand againstchangeParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionResponsibilityChartingwho will dowhat, when,where, why,and howEmergentChangea change thatgrows out ofincrementalchangeinitiativesProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelines"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardchangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesFruitationis the time whenthe hard workplays off and theorganizationseems newChangeLeaderspull people tochange throughthe use of apowerfulchange visionCommitmentChartsan evaluationof the level ofcommitmentof majorplayerssteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organization

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