Change Management in Learning Development


Any good strategic planning process will address each of these, but implementing each one consistently over time is where things can get tricky. This framework shows what it can feel like in an organization when any one of these 5 elements is missing.

As you can see in the notes above, this model is credited to Knoster, Villa and Thousand (2000). It has been used in a variety of educational settings, and it’s widely applicable to any number of contexts.

What I love about this model is that it distills some intertwined factors in a clear framework. Every group I have worked with who has seen this gets it.  I like to use this framework at the beginning of a strategic planning process and then refer back to it at key points with questions like:

  • Is the new vision statement compelling enough to inspire action from current and new partners and stakeholders
  • Skills: What skills need to be strengthened with staff and board to bring about change?
  • Incentives: What incentives and measurements need to be in place to achieve each goal?
  • Resources: What resources are missing? How can additional resources be raised or earned sustainably?
  • Action Plan: Does the strategic plan we’re developing together give you a clear road map for the next 3-5 years? Will you be able to follow this action plan without getting distracted?

I hope this framework can provide some clarity to a situation where you are in the midst of complex change.