ProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedPre-changephasecenters oncommunicatingneed andgainingapproval for thechangePullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionResponsibilityChartingwho will dowhat, when,where, why,and howEmergentChangea change thatgrows out ofincrementalchangeinitiativesinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsChangeLeaderspull people tochange throughthe use of apowerfulchange visionParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changePreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesForcefieldanalysisexaminesthe forces forand againstchangeExothermicdescribes achangesituation whenenergy isliberated byactionsTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptation"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativeschangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskcatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionCommitmentChartsan evaluationof the level ofcommitmentof majorplayers"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackDeterminationmotivation tocontinue thelong path totransformationFruitationis the time whenthe hard workplays off and theorganizationseems newStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteamsProgrammaticChangea traditional approachto planned change,starts with mission,plans, and objectives;sets out specificimplementation steps,responsibilities, andtimelinesSeeingFirstStrategyan approach whenpeople need tosee the wholepicture beforebecomingcommittedPre-changephasecenters oncommunicatingneed andgainingapproval for thechangePullTacticsattempt to drawpeople on thedesired directionthrough rationalpersuasionResponsibilityChartingwho will dowhat, when,where, why,and howEmergentChangea change thatgrows out ofincrementalchangeinitiativesinternalchangeagentan employee ofthe organizationwho knows theorganizationintimately and isattempting tocreate changeElizabethKubler-Rossthe psychiatristwho's workinspired thebehavior changemodel based onemotionsChangeLeaderspull people tochange throughthe use of apowerfulchange visionParticipativeApproachbottom-up participationon the change initiativefocuses on attitudinalchanged that willsupport the neededbehavioral changesrequired by theorganizational changePreparationrequires atremendousamount ofplanning andoperational workand alignment ofleadersImplementationincludes designing neworganizationalstructures, jobdescriptions, and lotsof other detailed plansas well as changingpeople's mindsets andwork practicesForcefieldanalysisexaminesthe forces forand againstchangeExothermicdescribes achangesituation whenenergy isliberated byactionsTheEmotionalChampionhas a clear andpowerful vision of whatthe organization needsand uses that vision tocapture the hearts andmotivations of theorganization'smembersJeanieDanielDuckconsultant whofirst introducedthe changemodel based onemotionaltransitionsSponsorsenior executive whofosters commitmentto the change andassists the changeagents who areactively making thechange happenTheIntuitiveAdapterhas the clear visionfor the organizationand uses that visionto reinforce aculture of learningand adaptation"ChangeCurve"a simplification ofthe complex, oftenvolatile, humanemotion thataccompanieschangeDecisiontreeanalysisasks change agentsto consider themajor choices andthe possibleconsequences ofthose alternativeschangeteamthe group ofemployees, usuallyfrom a cross-sectionof the organization,that is charged with achange taskcatalystneeded toovercome inertiaand focus theorganization onthe problemsfacedSurveysinvolve the use ofstructured questionsto collect informationfrom individuals andgroups in systematicfashionprocesshelperfacilitates the"how to" ofchange, playingthe role of third-party interveneroftenPushTacticsattempt to movepeople in thedesired directionthrough rationalpersuasionCommitmentChartsan evaluationof the level ofcommitmentof majorplayers"Do it"Orientationa willingness toengage inorganizationalanalysis, see whatneeds to be done,and take the initiativeto move the changeforwardBehavioral-socialChangeincludes changeinitiatives focusedon alteringestablished socialrelationships withinthe organizationSystemicAdjustmentsadjustments made toformal systems andprocesses thatreduce resistancewhile advancing thedesired changesMidstreamphaseinvolvesdisseminating detailsof the change andshould includeobtaining andlistening to feedbackDeterminationmotivation tocontinue thelong path totransformationFruitationis the time whenthe hard workplays off and theorganizationseems newStagnationoccurs whenpeople have aninsufficient senseof threat orchallenge from theexternal worldsteeringteamplays an advisoryand guidance roleto change leadersand design andimplementationteams

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