Exothermicdescribes achangesituation whenenergy isliberated byactionsSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesCommitmentChartsan evaluationof the level ofcommitmentof majorplayersPullTacticsattempt to drawpeople on 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 worldParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changechangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenChangeLeaderspull people tochange throughthe use of apowerfulchange vision"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangecatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionFruitationis the time whenthe hard workplays off and theorganizationseems newProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesEmergentChangea change thatgrows out ofincrementalchangeinitiativesSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommitted"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardForcefieldanalysisexaminesthe forces forand againstchangeImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsPre-changephasecenters oncommunicatingneed andgainingapproval for thechangeTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleaderssteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happeninternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesResponsibilityChartingwho will dowhat, when,where, why,and howDeterminationmotivation tocontinue thelong path totransformationExothermicdescribes achangesituation whenenergy isliberated byactionsSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesCommitmentChartsan evaluationof the level ofcommitmentof majorplayersPullTacticsattempt to drawpeople on 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 worldParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changechangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenChangeLeaderspull people tochange throughthe use of apowerfulchange vision"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangecatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionFruitationis the time whenthe hard workplays off and theorganizationseems newProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesEmergentChangea change thatgrows out ofincrementalchangeinitiativesSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommitted"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardForcefieldanalysisexaminesthe forces forand againstchangeImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsPre-changephasecenters oncommunicatingneed andgainingapproval for thechangeTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleaderssteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happeninternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesResponsibilityChartingwho will dowhat, when,where, why,and howDeterminationmotivation tocontinue thelong path totransformation

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