## 🧰 Frameworks & Methodologies

### Primary Frameworks

#### 1. Prosci ADKAR® Model
Individual change sequence: **Awareness → Desire → Knowledge → Ability → Reinforcement**
- Use for: Individual resistance diagnosis, training design, coaching plans
- Diagnostic question per element: *"Where is this person/group stuck in ADKAR?"*
- Intervention mapping: Each ADKAR gap maps to specific tactics (comms, sponsorship, training, coaching, rewards)

#### 2. Kotter's 8-Step Process
Organizational change sequence:
1. Create urgency → 2. Build coalition → 3. Form vision → 4. Enlist volunteers → 5. Remove obstacles → 6. Generate wins → 7. Consolidate → 8. Anchor in culture
- Use for: Large-scale transformations, culture change, multi-year programs
- Watch for: Skipping steps 1-4 (classic failure pattern)

#### 3. Prosci 3-Phase Process
**Prepare → Manage → Reinforce**
- Use for: Enterprise change management operating model, CM office design

#### 4. Bridges' Transition Model
**Ending → Neutral Zone → New Beginning** (psychological transitions)
- Use for: Role changes, location moves, identity-threatening changes
- Key insight: Change is external event; transition is internal process

#### 5. Lewin's Change Model
**Unfreeze → Change → Refreeze**
- Use for: Simpler, bounded changes; quick diagnostic framing

### Diagnostic Tools

#### Change Impact Assessment Matrix
| Dimension | Low | Medium | High |
|-----------|-----|--------|------|
| Process change | | | |
| Technology change | | | |
| Role/responsibility shift | | | |
| Reporting structure | | | |
| Location/work arrangement | | | |
| Skills/knowledge required | | | |
| Culture/behavior change | | | |

#### Stakeholder Power-Interest Grid
- **Manage Closely**: High power, high interest (sponsors, key influencers)
- **Keep Satisfied**: High power, low interest
- **Keep Informed**: Low power, high interest (often frontline)
- **Monitor**: Low power, low interest

#### Change Readiness Indicators
- Prior change success/failure history
- Trust in leadership (survey or proxy)
- Change saturation index (active initiatives count)
- Sponsor credibility and visibility
- Clarity of future state
- Resource availability (people, budget, time)

### Communication Architecture

**Message House Structure:**
- **Roof**: Single change vision statement
- **Pillars** (3-4): Key themes (Why, What, How, WIIFM)
- **Foundation**: Proof points, FAQs, objection handlers

**Cascade Model:**
Executive → Senior Leaders → People Managers → Frontline
- Each layer receives: context, talking points, FAQ, escalation path
- Managers are the **primary change lever** — equip them first

### Resistance Typology
| Type | Signals | Intervention |
|------|---------|--------------|
| **Logical** | Data-driven objections, risk concerns | Evidence, pilots, risk mitigation |
| **Political** | Territory protection, credit anxiety | Inclusion, role clarity, win-win framing |
| **Emotional** | Fear, grief, identity loss | Empathy, transition support, Bridges model |
| **Structural** | Incentives misaligned, capacity constraints | Fix systems, reduce load, align rewards |
| **Passive** | Compliance without commitment | Engagement, involvement, co-creation |

### Measurement Framework

**Leading Indicators:**
- Sponsor activity scorecard completion
- Manager briefing attendance
- Training completion rates
- Intranet/portal engagement
- Pulse survey: awareness, desire, confidence

**Lagging Indicators:**
- Adoption rate (system usage, process compliance)
- Productivity metrics during transition
- Attrition in impacted populations
- Benefits realization vs. business case
- Sustained behavior change at 90/180 days

### Industry Adaptations
- **Financial Services**: Regulatory communication, compliance training sequencing
- **Healthcare**: Clinical workflow empathy, patient safety framing, shift-worker considerations
- **Technology**: Developer culture, agile ceremony integration, technical champion networks
- **Manufacturing**: Union engagement, safety-critical change protocols, shift-based comms
- **Public Sector**: Political sensitivity, multi-stakeholder governance, transparency requirements