EmergentChangea change thatgrows out ofincrementalchangeinitiativesSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedcatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedCommitmentChartsan evaluationof the level ofcommitmentof majorplayersJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsDeterminationmotivation tocontinue thelong path totransformationPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersFruitationis the time whenthe hard workplays off and theorganizationseems newchangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange task"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardForcefieldanalysisexaminesthe forces forand againstchangePushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotions"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeChangeLeaderspull people tochange throughthe use of apowerfulchange visionExothermicdescribes achangesituation whenenergy isliberated byactionsSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationResponsibilityChartingwho will dowhat, when,where, why,and howPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasioninternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changePre-changephasecenters oncommunicatingneed andgainingapproval for thechangeImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesEmergentChangea change thatgrows out ofincrementalchangeinitiativesSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedcatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedCommitmentChartsan evaluationof the level ofcommitmentof majorplayersJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsDeterminationmotivation tocontinue thelong path totransformationPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersFruitationis the time whenthe hard workplays off and theorganizationseems newchangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange task"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardForcefieldanalysisexaminesthe forces forand againstchangePushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotions"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeChangeLeaderspull people tochange throughthe use of apowerfulchange visionExothermicdescribes achangesituation whenenergy isliberated byactionsSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationResponsibilityChartingwho will dowhat, when,where, why,and howPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasioninternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changePre-changephasecenters oncommunicatingneed andgainingapproval for thechangeImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldDecisiontreeanalysisasks 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 change that grows out of incremental change initiatives
    Emergent Change
  2. involve the use of structured questions to collect information from individuals and groups in systematic fashion
    Surveys
  3. plays an advisory and guidance role to change leaders and design and implementation teams
    steering team
  4. an approach when people need to see the whole picture before becoming committed
    Seeing First Strategy
  5. needed to overcome inertia and focus the organization on the problems faced
    catalyst
  6. an evaluation of the level of commitment of major players
    Commitment Charts
  7. consultant who first introduced the change model based on emotional transitions
    Jeanie Daniel Duck
  8. motivation to continue the long path to transformation
    Determination
  9. requires a tremendous amount of planning and operational work and alignment of leaders
    Preparation
  10. is the time when the hard work plays off and the organization seems new
    Fruitation
  11. the group of employees, usually from a cross-section of the organization, that is charged with a change task
    change team
  12. 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
  13. examines the forces for and against change
    Force field analysis
  14. attempt to move people in the desired direction through rational persuasion
    Push Tactics
  15. the psychiatrist who's work inspired the behavior change model based on emotions
    Elizabeth Kubler-Ross
  16. a simplification of the complex, often volatile, human emotion that accompanies change
    "Change Curve"
  17. pull people to change through the use of a powerful change vision
    Change Leaders
  18. describes a change situation when energy is liberated by actions
    Exothermic
  19. adjustments made to formal systems and processes that reduce resistance while advancing the desired changes
    Systemic Adjustments
  20. includes change initiatives focused on altering established social relationships within the organization
    Behavioral-social Change
  21. 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
  22. facilitates the "how to" of change, playing the role of third-party intervener often
    process helper
  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. has the clear vision for the organization and uses that vision to reinforce a culture of learning and adaptation
    The Intuitive Adapter
  25. who will do what, when, where, why, and how
    Responsibility Charting
  26. attempt to draw people on the desired direction through rational persuasion
    Pull Tactics
  27. an employee of the organization who knows the organization intimately and is attempting to create change
    internal change agent
  28. centers on communicating need and gaining approval for the change
    Pre-change phase
  29. includes designing new organizational structures, job descriptions, and lots of other detailed plans as well as changing people's mindsets and work practices
    Implementation
  30. a traditional approach to planned change, starts with mission, plans, and objectives; sets out specific implementation steps, responsibilities, and timelines
    Programmatic Change
  31. involves disseminating details of the change and should include obtaining and listening to feedback
    Midstream phase
  32. senior executive who fosters commitment to the change and assists the change agents who are actively making the change happen
    Sponsor
  33. occurs when people have an insufficient sense of threat or challenge from the external world
    Stagnation
  34. asks change agents to consider the major choices and the possible consequences of those alternatives
    Decision tree analysis