7 Phases approach

The 7 Phases Approach

Lippitt, Watson and Westley extended Lewin’s concepts of change management and proposed a 7 phase approach:

1. Diagnose the problem.
2. Assess the motivation and capacity for change.
3. Assess the resources and motivation of the change agent. This includes the change agent’s commitment to change, power and stamina.
4. Choose progressive change objects. In this step, action plans are developed and strategies are established.
5. The role of the change agents should be selected and clearly understood by all parties so that expectations are clear. Examples of roles are: cheerleader, facilitator and expert.
6. Maintain the change. Communication, feedback and group coordination are essential elements in this step of the change process.
7. Gradually terminate from the helping relationship. The change agent should gradually withdraw from their role over time. This will occur when the change becomes part of the organizational culture[i].

The similarities to Lewin’s 3 step approach to change management are clear along with strengthened change agent roles. Both emphasize group dynamics, iterative processes and communication as key ingredients to the phase approach.

7 phases references

[i] Ronald Lippit, Jeanne Watson, and Bruce Westley, Dynamics of Planned Change: A Comparative Study of Principles and Techniques, 1st ed. (Harcourt, Brace & World, 1958), 58-59.

Preferred Futuring (Tr) We include this book in Lippit’s work because it materially adds to the discussion of the challenging concept of change management; attempting to describe when and under what circumstances the most tenable change is warranted.  Much of change management’s failure, and there it is rife with failure, must be the relative mindless application of the past on the present.  Likewise, transferring remote success on one’s circumstance and culture must also remain a dubious exercise fraught with negative externality. Lawrence L. Lippitt

Lewin‘s work on change management, along with Lippit’s, are required reading for any serious manager.  For they provide much of the groundwork upon which much of today’s consultancy and faddish pop management books are written.  We strongly urge these works, if for no other reason than to provide a gauge to judge the fluff.