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Field Guide to Change Management Frameworks >
1. Person or firm who created the framework
This model was developed by W. Warner Burke and George H. Litwin in the 1990s.
2. Description of the framework
The Burke-Litwin Model is a framework for understanding organizational change and performance. It identifies 12 factors that influence change within an organization, grouped into external and internal factors, with a dynamic interplay between them. These factors are:
- External Environment: Includes factors outside the organization that influence its operations.
- Mission and Strategy: The purpose and the strategic approach of the organization.
- Leadership: Style and behavior of the leaders.
- Organizational Culture: The collective behavior of people within an organization and the values, visions, norms, working language, systems, and symbols.
- Structure: The organization’s setup, including hierarchal structure and division of labor.
- Management Practices: How managers manage people and processes.
- Systems (Policies and Procedures): The processes and workflows that shape daily activities.
- Work Unit Climate: The working environment and social setting of teams.
- Task and Individual Skills: The tasks individuals perform and their competencies.
- Individual Needs and Values: The personal values and needs of the employees.
- Motivation: The factors that influence individual performance and satisfaction.
- Performance: The output and results of organizational and individual actions.
3. The framework's "secret sauce"
The distinctive feature of the Burke-Litwin Model is its comprehensive and causal nature. It does not only list the elements that need to be aligned for successful change but also describes the cause-and-effect relationships between them, making it clearer for leaders to predict how changes in one area will impact others.
4. Situations for which the framework is particularly well suited
This model is particularly effective for complex organizational changes where multiple elements are involved, such as during large-scale transformation, mergers, and acquisitions. It is also beneficial in diagnosing organizational problems and understanding their root causes in a systematic way.
5. Practical instructions for using this framework
Step 1: Assess the External Environment
Conduct an Environmental Scan:
- Identify external factors such as market trends, regulatory changes, and competitive pressures that impact the organization.
- Use tools like PESTEL analysis (Political, Economic, Social, Technological, Environmental, Legal) to systematically examine external influences.
Analyze Implications:
- Assess how these external factors might affect the organization’s mission, strategy, and overall performance.
- Identify opportunities and threats in the external environment.
Step 2: Define the Mission and Strategy
Clarify the Mission:
- Revisit and articulate the organization’s core purpose and values.
- Ensure that the mission statement is clear, compelling, and understood by all stakeholders.
Develop the Strategy:
- Formulate a strategic plan that outlines the organization’s long-term goals and the actions needed to achieve them.
- Align the strategy with the mission and external environment analysis.
Step 3: Evaluate Leadership and Organizational Culture
Assess Leadership:
- Evaluate the effectiveness of the leadership team in driving change and achieving strategic goals.
- Identify leadership strengths and areas for development.
Analyze Organizational Culture:
- Conduct a cultural assessment to understand the prevailing norms, values, and beliefs within the organization.
- Identify aspects of the culture that support or hinder the desired change.
Align Leadership and Culture:
- Develop initiatives to align leadership behaviors and organizational culture with the mission and strategy.
- Promote cultural values that support the desired change.
Step 4: Examine Structure and Management Practices
Review Organizational Structure:
- Analyze the current structure to determine if it supports the strategy and facilitates effective communication and decision-making.
- Identify any structural changes needed to enhance alignment and efficiency.
Evaluate Management Practices:
- Assess the methods and techniques used by managers to achieve organizational goals.
- Identify best practices and areas for improvement in management practices.
Implement Structural and Management Changes:
- Design and implement changes to the organizational structure and management practices to better support the strategy.
- Communicate changes clearly and provide support during the transition.
Step 5: Optimize Systems and Work Unit Climate
Analyze Systems:
- Review the organization’s policies, procedures, and systems to ensure they are aligned with the strategic goals.
- Identify any system inefficiencies or gaps that need to be addressed.
Improve Work Unit Climate:
- Assess the collective attitudes and perceptions of employees in different work units.
- Implement initiatives to enhance the work environment and employee engagement.
Streamline Systems and Foster Positive Climate:
- Make necessary adjustments to systems to improve efficiency and alignment.
- Foster a positive work unit climate by addressing concerns and promoting teamwork and collaboration.
Step 6: Align Task Requirements and Individual Skills
Identify Task Requirements:
- Clearly define the skills and abilities needed to perform specific tasks within the organization.
- Conduct a skills assessment to determine the current capabilities of employees.
Develop Skills and Capabilities:
- Provide training and development opportunities to address skill gaps.
- Encourage continuous learning and professional growth.
Ensure Skill Alignment:
- Match individual skills and abilities with task requirements to optimize performance.
- Provide ongoing support and feedback to employees.
Step 7: Address Individual Needs and Values
Understand Employee Needs and Values:
- Conduct surveys or focus groups to understand the personal needs and values of employees.
- Identify factors that drive motivation and job satisfaction.
Create Supportive Environment:
- Develop initiatives to address individual needs and values, such as flexible work arrangements or recognition programs.
- Foster an inclusive and supportive work environment.
Enhance Employee Engagement:
- Implement strategies to increase employee engagement and commitment to the organization’s goals.
- Regularly assess and address employee concerns.
Step 8: Motivate Employees
Identify Motivational Factors:
- Determine what motivates employees to achieve organizational goals, such as career advancement, financial rewards, or personal fulfillment.
- Use motivational theories such as Maslow’s Hierarchy of Needs or Herzberg’s Two-Factor Theory to guide understanding.
Develop Motivational Strategies:
- Create incentive programs, recognition schemes, and career development opportunities to motivate employees.
- Ensure alignment between individual and organizational goals.
Monitor and Adjust:
- Continuously monitor the effectiveness of motivational strategies and make adjustments as needed.
- Provide regular feedback and support to employees.
Step 9: Measure Individual and Organizational Performance
Set Performance Metrics:
- Define clear performance metrics for both individual and organizational performance.
- Use a balanced scorecard or other performance measurement tools.
Conduct Performance Evaluations:
- Regularly assess performance against established metrics.
- Provide constructive feedback and identify areas for improvement.
Sustain Performance Improvements:
- Implement continuous improvement initiatives to sustain high performance.
- Celebrate successes and recognize high performers.
6. Further Reading
Download the complete Field Guide to Change Managment Frameworks
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List of Frameworks:
- 4D Model of Appreciative Inquiry
- ACMP’s Standard for Change Management
- ADAPT Model
- ADKAR Model
- Agile Change Management
- AIM Change Management Methodology
- Balanced Scorecard
- Bridges’ Transition Model
- Burke-Litwin Model
- Business Process Reengineering
- Capability Maturity Model Integration
- Carnall’s Change Management Model
- Change Journey Map
- Change Kaleidoscope
- Change Leader’s Roadmap
- Congruence Model
- Cultural Web Model
- DICE Framework
- Disruptive Innovation Model
- Double Loop Learning
- Enterprise Agility Model
- Five Dysfunctions of a Team
- Fogg Behavior Model
- Formula for Change
- Four Frames of Change
- Innovation Diffusion Theory
- Herzberg’s Motivation-Hygiene Theory
- Hoshin Kanri Process
- Kanban Change Management
- Kotter’s 8-Step Change Model
- Kubler-Ross Change Curve
- Learning Organization
- Lewin’s Change Management Model
- Management by Objectives
- McKinsey 7-S Model
- McKinsey Four-part Influence Model
- Momentum Model
- Nadler-Tushman Congruence Model
- Nudge Theory
- Organizational Capacity for Change
- Organizational Network Analysis
- Pathfinder Model
- Positive Deviance
- Power/Interest Grid
- Prosci’s Change Management Process
- Resistance Management Framework
- Scenario Planning
- Schein’s Change Model
- Seven Levels of Change
- Six Sigma Change Acceleration Process
- Six Sources of Influence
- Stacey Matrix
- Stakeholder Analysis Matrix
- Star Model
- Strategic Change Matrix
- Switch Framework
- System Dynamics Model
- Theory U
- Three Box Solution
- Tipping Point Leadership
- Three Horizons Framework
- Trans-theoretical Model of Behavioral Change
- Transformational Leadership Model
- Virginia Satir Change Model
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