"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionFruitationis the time whenthe hard workplays off and theorganizationseems newPre-changephasecenters oncommunicatingneed andgainingapproval for thechangeElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsForcefieldanalysisexaminesthe forces forand againstchangeprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroften"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardChangeLeaderspull people tochange throughthe use of apowerfulchange visionStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldExothermicdescribes achangesituation whenenergy isliberated byactionschangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsResponsibilityChartingwho will dowhat, when,where, why,and howBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackCommitmentChartsan evaluationof the level ofcommitmentof majorplayersSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesEmergentChangea change thatgrows out ofincrementalchangeinitiativesSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesDeterminationmotivation tocontinue thelong path totransformationPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changecatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternatives"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionFruitationis the time whenthe hard workplays off and theorganizationseems newPre-changephasecenters oncommunicatingneed andgainingapproval for thechangeElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsForcefieldanalysisexaminesthe forces forand againstchangeprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroften"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardChangeLeaderspull people tochange throughthe use of apowerfulchange visionStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldExothermicdescribes achangesituation whenenergy isliberated byactionschangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsResponsibilityChartingwho will dowhat, when,where, why,and howBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackCommitmentChartsan evaluationof the level ofcommitmentof majorplayersSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesEmergentChangea change thatgrows out ofincrementalchangeinitiativesSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesDeterminationmotivation tocontinue thelong path totransformationPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changecatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternatives

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