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Sources

Source overview

One register for Workplace and Change Management. Each entry gives the type of source, the finding and the limitation. Organisation sources and vendor explanations support only the description of their own model, not its effectiveness.

Theories, frameworks and guidance are not evidence that our workshop sequence works. The 7P lens and the integration into six phases are our own practical synthesis.

The readiness questions in the workshops are not the ORIC questionnaire. We give no validated score or norm. In RE-AIM, adoption refers to settings and delivery agents; employee use is a separate indicator.

Workplace and workshops (S01-S09)

S01Framework developmentNot effectiveness evidence

Michie, van Stralen & West (2011). The behaviour change wheel

Finding:
COM-B organises behaviour diagnosis around capability, opportunity and motivation.
Limitation for workplace:
A framework for analysis does not establish which workplace intervention will succeed. Our worksheets are original adaptations.
Reviewed 2026-10-02
S02TheoryNot effectiveness evidence

Weiner (2009). A theory of organizational readiness for change

Finding:
Shared commitment and confidence in collective capability are distinct aspects of readiness.
Limitation for workplace:
A conceptual theory, developed for collective implementation. A workshop conversation is not a validated readiness measure.
Reviewed 2026-10-02
S07Guidance from framework authorsNot effectiveness evidence

RE-AIM. What is RE-AIM?

Finding:
Evaluate reach, effectiveness, adoption, implementation and maintenance separately.
Limitation for workplace:
In RE-AIM adoption refers to participating settings and delivery agents. We separately track employee use as a local practice indicator.
Reviewed 2026-10-02

Change Management (from S10)

S10TheoryNot effectiveness evidence

Lewin (1947). Frontiers in group dynamics

Finding:
Treats group behaviour as shaped by its social field and links studying change to acting on it with those involved.
Limitation:
An early theoretical text. It does not contain the later popular three-step model in its simplified form and does not test effects of change approaches.
Author or organisation: Kurt Lewin (1947)
Reviewed 2026-10-02. DOI metadata checked via Crossref; publisher page blocks automated access
S11Historical researchNot effectiveness evidence

Trist & Bamforth (1951). Some social and psychological consequences of the longwall method of coal-getting

Finding:
Field study in British coal mining: a new technical work method also changed the social organisation of work groups.
Limitation:
One industry in one period. Supports joint attention to people, work and technology, not a general design rule.
Author or organisation: Eric Trist, Ken Bamforth (1951)
Reviewed 2026-10-02. DOI metadata checked via Crossref; publisher page blocks automated access
S12Organisation sourceNot effectiveness evidence

Tavistock Institute. Socio-technical systems

Finding:
The institute describes its socio-technical approach: social and technical aspects of work are designed together.
Limitation:
The institute describes its own tradition. Not independent historical research or effectiveness evidence.
Author or organisation: Tavistock Institute of Human Relations
Reviewed 2026-10-02. Page opened and title checked
S13BookNot effectiveness evidence

Rogers (2003). Diffusion of innovations, 5th edition

Finding:
Explains how new ideas and practices spread through communication channels and social systems over time.
Limitation:
2003 is the consulted fifth edition, not the year the theory originated. Adopter categories describe timing, not fixed personality types.
Author or organisation: Everett M. Rogers (2003)
Reviewed 2026-10-02. Edition and ISBN checked via the Open Library catalogue; publisher page blocks automated access
S14Historical researchNot effectiveness evidence

Cummings, Bridgman & Brown (2016). Unfreezing change as three steps: rethinking Kurt Lewin's legacy for change management

Finding:
Argues that the familiar three-step model was largely constructed and simplified after Lewin by later authors.
Limitation:
One interpretation in an ongoing debate; read alongside Burnes (2020).
Author or organisation: Stephen Cummings, Todd Bridgman, Kenneth G. Brown (2016)
Reviewed 2026-10-02. DOI metadata checked via Crossref (online 2015, issue 2016); publisher page blocks automated access
S15Historical researchNot effectiveness evidence

Burnes (2020). The origins of Lewin's three-step model of change

Finding:
Traces the three-step idea in Lewin's own writing and argues it belongs within his wider work.
Limitation:
One interpretation in an ongoing debate; read alongside Cummings et al. (2016).
Author or organisation: Bernard Burnes (2020)
Reviewed 2026-10-02. DOI metadata checked via Crossref (online 2019, issue 2020); publisher page blocks automated access
S16Organisation sourceNot effectiveness evidence

William Bridges Associates. William Bridges bio

Finding:
Biographical background of William Bridges and the publication of Managing Transitions (1991).
Limitation:
Published by the organisation that carries his name. Supports dates and background only.
Author or organisation: William Bridges Associates
Reviewed 2026-10-02. Page opened and title checked
S17Vendor explanation of own modelNot effectiveness evidence

William Bridges Associates. What is transition?

Finding:
Describes the distinction between an external change and the psychological transition people may go through.
Limitation:
The provider explains its own model. Supports the description of the model, not its effectiveness.
Author or organisation: William Bridges Associates
Reviewed 2026-10-02. Page opened and title checked
S18Practitioner guidanceNot effectiveness evidence

Kotter (1995). Leading change: why transformation efforts fail

Finding:
A practitioner article in Harvard Business Review on leading organisational change, based on the author's experience.
Limitation:
Experience-based, not a systematic study. The Codex does not reproduce the step model.
Author or organisation: John P. Kotter (1995)
Reviewed 2026-10-02. Page opened and title checked
S19Vendor explanation of own modelNot effectiveness evidence

Prosci. ADKAR: core to the people side of change

Finding:
The provider states that Jeff Hiatt developed ADKAR in 1996, with a book following in 2006, and describes ADKAR as a model for individual change within its methodology.
Limitation:
The provider describes its own commercial model. Not independent effectiveness evidence.
Author or organisation: Prosci
Reviewed 2026-10-02. Page opened and title checked
S20Research reviewNot effectiveness evidence

Weick & Quinn (1999). Organizational change and development

Finding:
Reviews research on organisational change and distinguishes episodic from continuous change.
Limitation:
A review up to 1999; it orders perspectives rather than testing interventions.
Author or organisation: Karl E. Weick, Robert E. Quinn (1999)
Reviewed 2026-10-02. DOI metadata checked via Crossref; publisher page blocks automated access
S21Research reviewNot effectiveness evidence

Nilsen (2015). Making sense of implementation theories, models and frameworks

Finding:
Groups implementation theories, models and frameworks by purpose, such as process models, determinant frameworks and evaluation frameworks.
Limitation:
Developed mainly from health care implementation science. A taxonomy, not a ranking or effectiveness test.
Author or organisation: Per Nilsen (2015)
Reviewed 2026-10-02. Page opened via DOI and metadata checked via Crossref