Sponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenchangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange tasksteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeChangeLeaderspull people tochange throughthe use of apowerfulchange visionDeterminationmotivation tocontinue thelong path totransformationParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changePreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersPre-changephasecenters oncommunicatingneed andgainingapproval for thechangeFruitationis the time whenthe hard workplays off and theorganizationseems newSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsEmergentChangea change thatgrows out ofincrementalchangeinitiativesSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionExothermicdescribes achangesituation whenenergy isliberated byactionsSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldResponsibilityChartingwho will dowhat, when,where, why,and howForcefieldanalysisexaminesthe forces forand againstchange"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationProgrammaticChangea 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 practicesTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersCommitmentChartsan evaluationof the level ofcommitmentof majorplayersMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackcatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasion"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenchangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange tasksteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeChangeLeaderspull people tochange throughthe use of apowerfulchange visionDeterminationmotivation tocontinue thelong path totransformationParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changePreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersPre-changephasecenters oncommunicatingneed andgainingapproval for thechangeFruitationis the time whenthe hard workplays off and theorganizationseems newSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedPullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsEmergentChangea change thatgrows out ofincrementalchangeinitiativesSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionExothermicdescribes achangesituation whenenergy isliberated byactionsSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativesprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldResponsibilityChartingwho will dowhat, when,where, why,and howForcefieldanalysisexaminesthe forces forand againstchange"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptationProgrammaticChangea 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 practicesTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersCommitmentChartsan evaluationof the level ofcommitmentof majorplayersMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackcatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasion"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschange

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