JPG’s C.A.R.E. Model for Change

Change has always been infinite, but nowadays it’s unrelenting. Most companies aren’t dealing with one or two big change initiatives, but a plethora of complex changes at any given time. Change management models popularized in the 1990s are outdated. They use linear methods and encourage negative approaches to dealing with change—fighting resistance, creating urgency, and so on— we’ve all heard the refrain. This puts folks in a downbeat headspace, assumes ill intent, and creates a climate of resentment.

The CARE model assumes people are willing and able to change if…

• They are given clear reasoning

• The change is done with them (not to them)

• Leaders are aligned and demonstrate support

• Specific change impacts are well understood, clearly documented, and communicated

• Opportunities for learning, experience, practice, and even psychological support are provided

A quick note about empathy: it is often overlooked when the reality is that our brains are “programmed” to avoid change. Taking time to listen, understand the viewpoints and experiences of those affected, and offering support are vital ingredients.

Finally, CARE is iterative, like the infinity loop, it will cycle through repeatedly as more and more details about the change are gathered and understood.

Approach change with CARE. Practice change with CARE.