Find the Right Approach for Your Situation

ADKAR

When to use:

Managing individual transitions during organizational change, helping people adopt new processes or behaviors.

Example situations:

• •"Rolling out new CRM system company-wide"
• •"Office relocation with team restructuring"

PEEL

When to use:

Presenting ideas to stakeholders, making persuasive arguments, getting buy-in for initiatives.

Example situations:

• •"Pitching new initiative to executive team"
• •"Proposing budget increase to leadership"

Know-Feel-Do

When to use:

Planning important communications, ensuring messages drive both understanding and action.

Example situations:

• •"Telling someone they're being moved off project"
• •"Delivering critical performance feedback"

Polarity Management

When to use:

Navigating dilemmas with no single right answer, balancing competing priorities, managing paradoxes.

Example situations:

• •"Balancing speed vs. quality in delivery"
• •"Managing centralization vs. autonomy tension"

Kübler-Ross (5 Stages of Grief)

When to use:

Supporting people through major organizational change, loss, or unwanted transitions.

Example situations:

• •"Supporting team member passed over for promotion"
• •"Helping someone through layoff or role elimination"

4 Stages of Competence

When to use:

Coaching skill development, setting realistic expectations, providing appropriate support at each learning stage.

Example situations:

• •"Coaching junior team member on new skill"
• •"Supporting manager transition to leadership"

Accept-Influence-Control

When to use:

Managing stress, prioritizing effort, helping teams focus on what they can actually change.

Example situations:

• •"Team overwhelmed by organizational changes"
• •"Individual feeling powerless about decisions"

5 Dysfunctions of a Team

When to use:

Diagnosing team problems, building new teams, improving team performance and cohesion.

Example situations:

• •"New team not gelling or collaborating"
• •"Team avoiding difficult conversations"

Duarte Storytelling

When to use:

Presenting to executives, pitching ideas, inspiring teams to envision and pursue a better future.

Example situations:

• •"Keynote presentation to inspire vision"
• •"Investor pitch for funding"

Collaborative Influence Script

When to use:

Negotiating with stakeholders, gaining buy-in without authority, navigating complex organizational dynamics.

Example situations:

• •"Convincing stakeholder without direct authority"
• •"Negotiating cross-functional collaboration"

Influence Key Concepts

When to use:

Complex client situations, consulting engagements, navigating organizational politics, high-stakes negotiations.

Example situations:

• •"Managing difficult client relationship"
• •"Navigating executive-level political dynamics"

Challenge-to-Impact

When to use:

Demonstrating ROI, communicating technical work to non-technical audiences, justifying projects or investments.

Example situations:

• •"Showing ROI of technical project to executives"
• •"Justifying budget for new initiative"