Beckhard’s Change Model—also known as the Change Formula or Beckhard-Harris Formula—was developed in the 1970s by Richard Beckhard and Reuben T. Harris. It combines two perspectives:
Change Formula D × V × F > R
Change happens only when D (Dissatisfaction with the current state), V (a compelling Vision of the future), and F(clear First Steps) together outweigh the R (Resistance to change).
Three-Phase Change Process
Every transformation unfolds in three phases (see accompanying diagram):
Current State – familiar, comfortable, and controlled, with clear roles.
Transition State – letting go of old routines and adopting new ones, accompanied by emotions such as loss, uncertainty, and a sense of exploration or excitement.
Future State – the new structures and behaviors are embedded and the desired outcomes are realized.
This model links rational change management (the formula) with the psychological dynamics of transformation.
Practical Relevance
Beckhard’s Change Model provides value on several levels:
- Strategic – Tests whether dissatisfaction, vision, and first steps are strong enough to create real momentum.
- Structural – Highlights when to adjust organizational structures, processes, and roles to sustain change.
- Cultural – Addresses the emotional dimension of change, building trust and engagement across all levels.
- Operational – Serves as a steering tool to detect weak spots (e.g., missing quick wins) and adjust plans iteratively.
Real-World Examples
Digital Transformation in Manufacturing
- D: Market data exposed a growing digital gap.
- V: “Digital Factory 2028” as a compelling vision with clear customer benefits.
- F: Rapid pilot projects and cross-functional teams.
Three-Phase Guidance: Teams regularly located themselves within the phases of the model to monitor progress.
Impact: Adoption of new digital practices accelerated measurably.
Post-Merger Integration in Financial Services
- D: High dissatisfaction caused by duplicate structures and unclear responsibilities.
- V: A unifying “One Culture – One Company” vision.
- F: Joint customer initiatives as immediate, tangible steps.
Three-Phase Guidance: The visual model helped address fears and loss, building trust and alignment.
Agile Transition in Product Development
- D: Excessive time-to-market compared with competitors.
- V: “One Product – One Team,” focusing on customer value.
- F: Formation of initial Scrum teams and Inspect & Adapt workshops.
Three-Phase Guidance: The model provided a roadmap to understand and overcome middle-management resistance.
Implementing in Practice
Insights from research (MIT Sloan Management Review, Harvard Business Review, Prosci) and transformation projects highlight the following best practices:
Diagnosis and Preparation
- Use data to make dissatisfaction (D) explicit (market trends, KPIs, customer feedback).
- Develop the vision (V) collaboratively to ensure emotional buy-in.
- Define first steps (F) as short, measurable actions that deliver early wins.
Managing the Transition State
- Combine a clear change story with a roadmap of concrete milestones.
- Provide psychological safety and open dialogue to address loss and uncertainty.
- Deploy change agents and peer networks to amplify communication and support.
Leadership and Communication
- Leaders embody the vision and continuously reference the formula in discussions.
- Use multiple communication channels and frequent feedback loops.
- Regularly test: “Are D, V, and F still strong enough to overcome resistance?”
Integration with Other Frameworks
- Combine with Kotter’s 8 Steps (e.g., Sense of Urgency, Guiding Coalition).
- Embed into agile frameworks like SAFe or Scrum (Inspect & Adapt, PI Planning).
- Run iterative planning and review cycles to refine steps as new insights emerge.
Monitoring and Steering
- Measure progress with participation metrics and implementation of first steps.
- Periodically locate the organization within the three phases and adjust accordingly.
- Strengthen any of the three factors (D, V, F) if resistance grows.
Common Pitfalls
1. Urgency without Direction
Creating pressure (“we must change!”) without a compelling vision and clear first steps leads to anxiety and defensive reactions.
2. Abstract or Unrealistic Vision
A vision that is too vague or distant cannot guide day-to-day action. Employees disengage when they cannot see how to contribute.
3. Missing or Delayed Quick Wins
Without early visible successes, trust erodes and energy drops—even when the vision is strong.
4. Ignoring Emotional Dynamics
Change triggers feelings of loss and uncertainty. Neglecting these dynamics can lead to conflict, reduced performance, or covert resistance.
5. Regression to Old Patterns
If new behaviors are not anchored in objectives, governance, and incentives, organizations may revert to former routines once early pressure eases.
6. Imbalance of D, V, and F
The formula is multiplicative: a zero in any factor nullifies progress. For example, strong dissatisfaction and vision without first steps creates frustration instead of momentum.
7. Using the Model as a Symbol Only
Treating the model as a slide deck rather than a guide for real participation and shared decision-making breeds cynicism and undermines future initiatives.
CALADE Perspective
At CALADE we view Beckhard’s Change Model as a bridge between economic logic and human dynamics. In our Living Transformation® approach, we integrate the formula D × V × F > R with Transformation Increments and agile practices such as Inspect & Adapt. The three-phase visualization serves as a dialogue and reflection tool to create alignment, reveal resistance, and measure progress.
Related Terms
- Kotter’s 8 Steps
- Lewin’s Three-Phase Model
- ADKAR Model
- Living Transformation®
- Change Fatigue
- Decentralized Decision-Making
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