Ducks change curve model map change success

My team (Team 2) and I decided to use Duck’s (2001) change methodology, the Change Curve. We used the Change Curve method because we thought it would best represent how Northwest Airlines was going to change their culture of developing leaders. We thought the Change Curve would be the best change process in developing and implementing internal leadership change.

Duck’s (2001) Change Curve model assists change leaders in identifying resistance to change and how to manage different change phases. The Change Curve was picked to assist Northwest Airlines in helping senior and middle management in devoting more time spent in leadership development and encouraging others to value such leadership development. Duck’s (2001) Change Curve model is a map to change success, through figuring out how the organization as a whole is going to react these certain changes. Duck (2001) believes that change goes through five manageable phases: Stagnation, Preparation, Implementation, Determination, and Fruition; a very dynamic process. The Change Curve assists change leaders in “learning how to see and manage” the “behaviors and attitudes, environments, ideas, and relationships” of the
organization, and those that make up the organization (Duck, 2001, p. xiii). Team 2 concluded that the Change Curve model would address several of the issues Northwest Airlines corporation was having with their senior and middle management, along with how much value others placed on leadership development.

Harvard Business Review. (2011). HBR's 10 must reads on change management. Boston, MA: Harvard Business School Press.

Based upon what we have learned in class it is a lot easier to implement change when

are never the same, but the commonalities are strong, and the learnings and experiences of one can be applied to others” (Duck, 2001, p. 19). Referring to your question: “What change process would you use if your company was spiraling down and a drastic change was needed?” Based upon what we have learned in class it is a lot easier to implement change when things are

spiraling down, rather than implementing change when there are no signs of struggle. When a company is spiraling it is a lot easier to implement many of the stages of change such as crea ting a sense of urgency and the need for change. Depending on the company and the change they need to implement determines what change process would be best to choose. Personally I think that the change curve you