steeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organization"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeFruitationis the time whenthe hard workplays off and theorganizationseems newMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesChangeLeaderspull people tochange throughthe use of apowerfulchange visionPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeForcefieldanalysisexaminesthe forces forand againstchangeSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldchangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskEmergentChangea change thatgrows out ofincrementalchangeinitiativesinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeCommitmentChartsan evaluationof the level ofcommitmentof majorplayersJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesResponsibilityChartingwho will dowhat, when,where, why,and howcatalystneeded toovercome inertiaand focus theorganization onthe problemsfaced"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardDeterminationmotivation tocontinue thelong path totransformationSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationExothermicdescribes achangesituation whenenergy isliberated byactionsElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsPre-changephasecenters oncommunicatingneed andgainingapproval for thechangesteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organization"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeFruitationis the time whenthe hard workplays off and theorganizationseems newMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesChangeLeaderspull people tochange throughthe use of apowerfulchange visionPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeForcefieldanalysisexaminesthe forces forand againstchangeSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldchangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskEmergentChangea change thatgrows out ofincrementalchangeinitiativesinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeCommitmentChartsan evaluationof the level ofcommitmentof majorplayersJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesResponsibilityChartingwho will dowhat, when,where, why,and howcatalystneeded toovercome inertiaand focus theorganization onthe problemsfaced"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardDeterminationmotivation tocontinue thelong path totransformationSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationExothermicdescribes achangesituation whenenergy isliberated byactionsElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsPre-changephasecenters oncommunicatingneed andgainingapproval for thechange

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