Context for change

In this lesson

1. 0:00 Understanding context for change
2. 1:02 Lewin's force field analysis explained
3. 2:33 McKinsey's seven S model overview
4. 4:00 Cultural web framework deep dive
5. 8:24 Theory E and theory O change types
6. 9:46 Applying models to exam questions

About this lesson

You'll explore three powerful frameworks: Lewin's force field analysis, which compares driving forces against resistance to predict change success; McKinsey's seven S model, which examines both hard infrastructure (structure, strategy, systems) and soft factors (style, skills, staff, shared values); and the cultural web, which reveals organisational culture through stories, symbols, rituals, power structures, control systems, structure, and paradigm. The lesson concludes with theory E and theory O change models, showing how formal top-down approaches differ from participative, emergent change—and why most successful transformations blend both. Understanding context before driving change means you can identify exactly where resistance will emerge and which levers to pull. You'll see how to apply these models to real exam scenarios, such as diagnosing why remote working arrangements create friction in some business areas but not others. By mastering these frameworks, you'll be able to build compelling, evidence-based change strategies that demonstrate the strategic thinking the SBL case study demands.

Duration: 12m