The Knoster Model

If you want to implement changes in an organization, it is important that you do not act rashly. There must be an idea behind it and you must approach the changes in the right way. Only then will you achieve the desired result.

The Knoster Model offers you a helping hand with this. And because change processes are often accompanied by communication campaigns, it is good to know how this model helps with change.

If you ensure that there is a balance between the six elements that emerge in this model, you will be able to successfully implement changes and improvements.

Suitable for different situations

When does the Knoster Model actually come in handy? In what situations can you use this? It can actually be used very broadly for any type of organization where you want to make changes and improvements.

5 Different elements

According to the Knoster Model, achieving optimal results with changes is only possible if you take the five different elements below into account. Only when all these elements are well balanced will you achieve success. This concerns the following factors:

vision
support base
culture
resources
people

If you do not take all these elements into account, it will be more difficult to achieve results. You then encounter more resistance, chaos or confusion arises. Those involved also become frustrated more quickly, or feel useless or worried.

It goes without saying that if these negative feelings arise, changes have less chance of success. Why are these elements so important?

1. Vision

The first element in the Knoster Model is vision. By this we mean that it is important to have a clear vision from which your action plan arises. You must then translate this vision to all departments within your organization and to all employees.

Discuss the 'why' of the changes, what is the underlying idea. This enables employees to better see for themselves the connections between the various changes that are coming.

If you do not make the vision clear in advance, or if it is missing, problems arise confusion inside the organisation. People then wonder why they have to cooperate.

2. Support

The element of support is crucial for a successful change process. Often a certain culture or attitude has grown within organizations and you cannot simply change that.

If you don't have anyone within your organization who is willing to embrace the desired change, you will only encounter obstacles resistance. If you have a number of managers with you, they can in turn involve employees in the desired changes.

What you are aiming for is a number of important stakeholders who provide support for the change. You want everyone to be able to trust each other and to appreciate what the other person does. Especially in times of change and the uncertainty that this often entails.

Finally, it must be possible to address each other about matters that are not going well during the process. If a good culture of change is lacking, people often have little or no bond with the organization. And that can lead to resistance when implementing changes.

3. Plan

To prevent things from becoming chaotic, it is important to create a good structure around the changes. This means that it must be clear who should perform which task. In addition, it must be clear who has what responsibility, but also who has what authority.

By developing a good plan you create a clear structure in the organization, so that everyone knows what is expected of him or her. And who is responsible. This helps all departments work more effectively and implement change in an orderly manner. It minimizes the chance of developing chaos.

4. Resources

When you think of resources, you probably first think of finances. This is certainly an important point, but you should actually see it more broadly. The Knoster Model concerns all the things that people need to do their work properly.

As an organization, for example, you must provide good housing and a pleasant workplace. But also for the materials that people need to do their work. Consider all supporting matters such as services from the ICT department, communications and secretariat. But catering and security also play a role here.

In short, if the resources are not in order during a change process, people will be affected frustrated due to the lack of proper facilities.

5. Competencies

The competency element concerns skills and abilities of everyone within the organization. It's about having the necessary knowledge and experience. People must have confidence that they have everything they need to continue to do their work well after the change.

If people feel that they do not have sufficient knowledge or skills, they become worried or even downright anxious about their work.

All elements are important

If we look at the five elements of Koster's Model, we see a clear connection.

It's missing one vision, then there arises confusion.
It's missing support base, then you stumble resistance.
It's missing one plan, then there arises chaos.
It's missing resources, then there arises frustration.
And it is lacking competences, then there arises fear.

Conversely, if you notice confusion within your organization, you need to refine the vision or communicate it better. Or if there is frustration, you need to take a good look at whether everyone has the right facilities and resources available to properly implement the change.

The Knoster Model therefore states that five elements are important within a change process: vision, support, a plan, resources and competencies. If one of these elements is missing, or if this has not been considered, the chance of success of the change process decreases. Think of them as building blocks that are all equally important.

Also see:

Need help with change management?

Effective change management does not happen overnight and can be a challenging task. Do you need help putting these tips into practice? Then take Contact contact us, we are happy to help you!

Glossary