ParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionEmergentChangea change thatgrows out ofincrementalchangeinitiativesStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasion"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersCommitmentChartsan evaluationof the level ofcommitmentof majorplayersElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsForcefieldanalysisexaminesthe forces forand againstchangePre-changephasecenters oncommunicatingneed andgainingapproval for thechangeMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackFruitationis the time whenthe hard workplays off and theorganizationseems newSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changescatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedChangeLeaderspull people tochange throughthe use of apowerfulchange visionprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationExothermicdescribes achangesituation whenenergy isliberated byactionsProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedDeterminationmotivation tocontinue thelong path totransformationSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happensteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changechangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskResponsibilityChartingwho will dowhat, when,where, why,and howSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternatives"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionEmergentChangea change thatgrows out ofincrementalchangeinitiativesStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasion"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersCommitmentChartsan evaluationof the level ofcommitmentof majorplayersElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsForcefieldanalysisexaminesthe forces forand againstchangePre-changephasecenters oncommunicatingneed andgainingapproval for thechangeMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackFruitationis the time whenthe hard workplays off and theorganizationseems newSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changescatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedChangeLeaderspull people tochange throughthe use of apowerfulchange visionprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationExothermicdescribes achangesituation whenenergy isliberated byactionsProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedDeterminationmotivation tocontinue thelong path totransformationSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happensteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changechangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskResponsibilityChartingwho will dowhat, when,where, why,and howSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternatives"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitions

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