The Burke–Litwin Change Model is a research-based diagnostic and intervention framework for organizational change. Developed by W. Warner Burke and George H. Litwin (1992), it identifies twelve interrelated dimensions that explain how change unfolds within an organization.
The accompanying diagram illustrates these twelve elements in a causal chain: starting with the external environment on the left, moving through mission and strategy, leadership, culture, structure, management practices and systems, and extending to work unit climate, individual needs and values, motivation, job/skill fit, and finally individual and organizational performance on the right. The arrows show that change can propagate in both directions—from external drivers inward and from internal dynamics outward.
Origin and Purpose
Emerging from field studies across corporations, non-profits and public institutions, the model distinguishes transformational (strategic) from transactional (operational) change. Its aim is to reveal cause–effect relationshipsand provide leaders with a comprehensive map for planning and guiding complex organizational transformations.
Core Elements and Cause–Effect Logic
Transformational Level (strategic): External environment, mission and strategy, leadership, organizational culture. Shifts here have the strongest leverage for lasting change.
Transactional Level (operational): Structure, management practices, systems (policies & procedures), work unit climate, task/skill fit, individual needs and values, motivation, performance. These elements translate strategic intent into daily action.
The logic: External drivers reshape mission and strategy. These influence leadership and culture, which in turn shape structures, systems, management practices and the workplace climate. Ultimately, these factors affect employee motivation and overall performance.
Practical Relevance
- Strategic alignment: Reveals whether strategy, culture and leadership are consistent—key for sustainable change.
- Holistic diagnosis: Integrates hard and soft factors into a single system, visualized in the diagram for clarity.
- Change architecture: Helps combine structural and cultural interventions so they reinforce each other.
vRisk management: Exposes weak links early, before resistance or performance issues escalate.
Practical Implementation
1. Diagnosis
- Conduct interviews, surveys and document reviews across all twelve dimensions.
- Identify which variables are root causes and which are effects of current challenges.
2. Design
- Prioritize interventions in the high-leverage transformational areas (left/upper side of the diagram).
- Define programs for structure, management practices and systems to support desired leadership and culture.
3. Execution
- Implement changes in increments with continuous feedback loops.
- Use dashboards or collaboration tools to track progress along the twelve dimensions.
4. Institutionalization
- Embed new values, structures and systems in governance, HR and performance management.
- Review the alignment of all twelve factors regularly to ensure long-term stability.
Typical Pitfalls
- One-sided interventions: Changing processes or structures without addressing culture, leadership and motivation.
- Overstretching: Attempting to act on all twelve dimensions at once without clear priorities.
- Metric fixation: Ignoring qualitative aspects such as work climate and personal values.
- Top-down change only: Excluding employees and middle management, which undermines acceptance.
- Neglecting external triggers: Failing to integrate market, regulatory or societal changes that are the starting point of the model.
Real-World Examples
Industrial Merger
After a merger of two industrial firms, conflicting leadership styles created friction.
Model use: Diagnosis highlighted gaps in culture and leadership. A joint vision and leadership principles were developed first, supported by structural adjustments.
Impact: Faster post-merger integration and improved employee retention.
Banking – Digital Transformation
A major bank sought to digitize its branch business.
Model use: Analysis revealed deficits in leadership and motivation. Targeted leadership development and skill building (task/skill fit) accelerated the digital rollout.
Impact: Quicker launch of new digital services and stronger staff commitment.
Public Administration – Regulatory Modernization
A regional agency needed to implement new national regulations.
Model use: Work began with the external environment (legal drivers) and mission/strategy, complemented by cultural and leadership development.
Impact: Smooth implementation and improved citizen satisfaction.
Criticism and Limitations
- Complexity: Covering twelve dimensions can overwhelm small organizations.
- No prescribed sequence: The model identifies causal links but leaves the order of interventions open.
- Data intensity: Comprehensive diagnosis requires significant time and resources.
- Cultural fit: In strongly hierarchical cultures, the openness needed for discussing values and motivation may be lacking.
- Dynamic markets: Rapid digital disruptions can introduce external shocks faster than the original model anticipated.
CALADE Perspective
CALADE uses the Burke–Litwin model to design Transformation Increments with clear leverage points. By assessing each of the twelve factors, we integrate strategic, cultural and structural actions into one coherent change design and track results over time.
Related Terms
- Beckhard’s Change Model
- Bridges’ Transition Model
- Kotter’s 8-Step Model
- Organizational Culture
- Change Fatigue
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