Compare And Contrast Kotter And Lewin

In addition to Kotter and Lewin there are other change models, including Business Process Reengineering (BPR). BPR focuses on the improvement of particular processes within a company in order to create a more efficient, less costly, and overall more effective structure for a business (Pellicelli, Meo, and Cioffi, 2012). BPR holds a strong top-down approach, relying on leadership to assess and review current processes, as they relate to cost, effectiveness, and ultimately how the customer receives the service or product the firm provides (Pellicelli et all., 2012). The model imperatively asserts that leadership be skilled and observant, while the process is ongoing, that the flow of information is constant, and that change be results driven

rather than action driven. The results that appear are used as guidelines for altering processes in regards to cost and the other results (Pellicelli et all., 2012). Goals in BPR are also clearly defined, however, are monitored and reviewed frequently through results rather than being driven strictly from an action specifics standpoint.

The Prosci ADKAR model is an acronym for Awareness, Desire, Knowledge, Ability, and Reinforcement ("ADKAR Change Management Model Overview & Exercises | Prosci," n.d.) ADKAR uses a two-tiered system involving business dimensions of change, and individual dimensions of change. Business dimensions of change include identifying the business need, designing the business solution, and implementing the solution. The individual dimensions of change include making employees aware of the changes being implemented, motivating these employees, and encouraging them.