Change Management Model Analysis for National Australia Bank

This report examines various change management models relevant to the National Australia Bank (NAB) as it navigates organizational transitions. It discusses Lewin's Change Management Model, which includes unfreezing, changing, and refreezing stages, and Kotter's 8-Step Change Model, emphasizing creating urgency, forming coalitions, and developing a clear vision. The report also explores the Kubler-Ross Change Model and the ADKAR Model, highlighting the importance of addressing employee feelings and creating effective training, sponsorship, and communication plans for a smooth transition. The analysis emphasizes the need for NAB to prioritize people and transparent communication to successfully implement change and attract key talent.

CHANGE MANAGEMENT
MODELS
NAME OF THE STUDENT

CHANGE MANAGEMENT AND RELATED MODELS
• Change management can be rightfully described as an integral part of most organizations.
• The nature of change greatly depends upon the nature of the organization at large.
• In the given case the National Australia Bank will be required to use an effective change management model
which will help them during the particular transition.
• Different change management models have been discussed in he given section
The Lewin Management Change model
The given model suggests three steps which can be used to help the organization during the procedure of change.
Unfreezing: Changing the ways in order to ensure that the previous ways are parted with.
Changing: The step at which the actual change takes place (Carnall, 2018.)
Refreezing: Finalize the change which has taken place.

Kotter`s 8 step change model
• The given model of change is based on eight different steps which an organization adopts when
undergoing a change.
• The Kotter`s model in case of National Australia Bank comprises of the given steps:
• 1. Creating urgency: So that the different members of the organization take the step seriously and
ensuring that each member is willing to change (Pugh, 2016).
• 2. Forming coalitions: The second step is Forming coalitions with respect to the different
subordinates in the bank.
• 3. Coming up with a vision about the change: This vision guides the different members as to the
main objective of the bank

Kublers- Ross change
Model
• The given model is highly dependent on
the feelings of the people while the
change procedure takes place.
• Hence, NAB needs to ensure that their
subordinates are well equipped with the
change along with the customers to
ensure a smooth transition (Doppelt,
2017).
• It is important for the managers to
accept the change in order to ensure
ADKAR Model of change
• The ADKAR Model is based on the formation of an
effective plan which will assist the organization
during the transition of the change.
• Through this the top management forms certain
plans in order to ensure that the plans are in
alliance with the change
• NAB needs to ensure that in order to be
successful, they form training plans, sponsorship
plans and communication plans (Hayes, 2018).

REFERENCES
• Carnall, C., 2018. Managing change. Routledge.
• Doppelt, B., 2017. Leading change toward sustainability: A change-
management guide for business, government and civil society. Routledge.
• Hayes, J., 2018. The theory and practice of change management
• Pugh, L., 2016. Change management in information services. Routledge.

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