PushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionPre-changephasecenters oncommunicatingneed andgainingapproval for thechangeSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changescatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practiceschangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersFruitationis the time whenthe hard workplays off and theorganizationseems newParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldCommitmentChartsan evaluationof the level ofcommitmentof majorplayersProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesResponsibilityChartingwho will dowhat, when,where, why,and how"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschange"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesForcefieldanalysisexaminesthe forces forand againstchangeDeterminationmotivation tocontinue thelong path totransformationSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happeninternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeExothermicdescribes achangesituation whenenergy isliberated byactionsElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationChangeLeaderspull people tochange throughthe use of apowerfulchange visionMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedEmergentChangea change thatgrows out ofincrementalchangeinitiativesPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionPre-changephasecenters oncommunicatingneed andgainingapproval for thechangeSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changescatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practiceschangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersFruitationis the time whenthe hard workplays off and theorganizationseems newParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changeSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldCommitmentChartsan evaluationof the level ofcommitmentof majorplayersProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesResponsibilityChartingwho will dowhat, when,where, why,and how"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschange"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesForcefieldanalysisexaminesthe forces forand againstchangeDeterminationmotivation tocontinue thelong path totransformationSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happeninternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeExothermicdescribes achangesituation whenenergy isliberated byactionsElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationChangeLeaderspull people tochange throughthe use of apowerfulchange visionMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedEmergentChangea change thatgrows out ofincrementalchangeinitiativesPreparationrequires atremendousamount ofplanning andoperational workand alignment ofleaders

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