Burke Litwin Model of Organisational Change

The Burke Litwin Model of Organisational Change is all about defining and establishing a cause-
and-effect relationship. The model assumes 12 organisational elements that determine a change
within an organisation. The model derives its name from two organisational change consultants
and was developed in the 60’s by W. Warner Burke and George H. Litwin. It is a useful change
management tool to better understand all aspects of an organisation and to view them from a
perspective of change.

In many cases, the various facets are taken too little into account, as a result of which a change
can have negative consequences for both the organisation and employees. In addition, the change
model shows that the different elements are interconnected and influence each other. It is an
‘open system theory’ that assumes changes come from external influences.

The framework

The Burke Litwin Model of Organisational Change establishes a framework in which four
element groups within organisations are distinguished and presented in columns. The middle
column is often referred to as the backbone of the model. On the left is a column with the so-
called hard elements, which are tangible and measurable, and on the right is a column with the
so-called soft elements, which are mainly abstract.

The top four elements relate to the organisation as a whole and are also referred to as the
transformational factors. These are deeply rooted processes and organisational characteristics
that can be characterised as a corporate culture. Every change that occurs herein has major
consequences for the entire organisational structure. A lasting change therefore affects the entire
organisation.

The middle four elements relate to the organisational structure, including the division of
departments. These are also referred to as the transactional factors. This concerns the daily
activities that take place in organisations and their mutual cohesion. Who is responsible for what
and how are departments and their mutual relationship structured. All activities in this group are
influenced by the organisational structure and driven by management layers.

The final elements consist of performance. These are about both individual and organisational
performance and focus on the output of organisations. In most cases, performance is measured in
turnover figures or profit percentages. At the same time, the amount of goods produced, or the
degree of customer satisfaction can also be measured under performance.

Burke Litwin Model: 12 elements

The 12 elements are grouped according to the element groups and are connected to each other.
Due to them being connected, the 12 elements can also influence each other. Below is a brief
summary of all 12 dimensions from the Burke Litwin model:
1. External Environment

According to the model, it is especially external influences that are important for organisational
changes. Think of the economy, competition, customer behaviour and politics and legislation.
When the influences from the external environment can be identified, this helps organisations to
better understand the direct or indirect impact and act accordingly. An organisation has no
control over external influences.

2. Mission and Strategy

This describes the organisation’s goal and the processes that ensure the goal and course can be
realised. The vision, mission and accompanying strategy are defined by the highest level of
management. It is recommended that the organisation always checks whether these suit the
position of the employees.

3. Leadership

This concerns the responsible positions that give direction to the rest of the organisation.
Managers are responsible for developing a vision and motivating employees. By having insight
into key positions, this can be addressed in the event of a change.

4. Organisational Culture

Every organisations has its own values. This is less formal than the Mission and Strategy
element, but is present across the entire organisation. An organisation’s culture includes both
explicit and implicit rules, including regulations, practices, principles and manners.

5. Structure

This concerns the hierarchical structure of the organisation, recognisable departments and formal
communication channels. It also includes the position-oriented structure, such as responsibilities,
authority, communication, decision-making and control.

6. Systems

This is about policy and procedures; mechanisms that are in place to help and support
employees. Think of IT services, facility departments and internal customer support. It covers
both employees and the organisation’s activities.

7. Management Practice

This is about the behaviour and activities of managers, which are generally aimed at
implementing the overall strategy. How well do managers comply with the strategy and how do
they deal with the resources at their disposal? How is their relationship with the employees?
These are all questions that arise when discussing management practice.
8. Working Climate

This relates to employees’ experiences when it comes to the work environment. How do they
experience mutual cooperation, how comfortable do they feel, and do they feel sufficiently
rewarded for their effort? The mutual relationship with colleagues and the extent to which an
organisation makes employees happy are very important when discussing the working climate.

9. Tasks and skills

This is about the (individual) task requirements and the alignment of the job description with
employees’ expertise. What are the requirements of a specific job, and does this fit with the skills
and knowledge of an individual employee? It is all about linking the right positions to the right
employees.

10. Individual values and needs

This relates to the demands and expectations that employees have, including their remuneration,
work-life balance, their role within the organisation and their responsibilities. It is about the
opinion employees have about the quality of their work and aims to discover their needs. In some
cases, this may result in task expansion or even job enrichment, meaning the employee is given
more responsibility.

11. Motivational Level

Motivation is about setting goals and inspiring and stimulating employees. The more motivated
employees are, the more willing they are to dedicate themselves to the organisation.

12. Individual and General Performance

This dimension considers the performance level of both the individual employee and on a
departmental and organisational level. As mentioned earlier, this can be measured on the basis of
turnover, productivity, quality requirements, efficiency and customer satisfaction.

Application of the change management model

The Burke Litwin Model of Organisational Change is based on assessing organisational and
environmental factors, which may be adapted to ensure a successful change. The most dominant
factor that causes organisational change is often the external environment. As a result, this
requires organisations to adjust and change their mission and strategy, as well as the
organisational culture and structure.

The Burke Litwin Model of Organisational Change provides and effective strategy for managing
organisational change. However, its effectiveness depends on how well each of the 12
dimensions can be identified. Problems within organisations must first be diagnosed, after which
an action plan can be created. This requires the identification of the element group that causes
the change. Subsequently, the specific element within that element group must be identified and
analysed. Once this is done, you can examine to what extent this has influenced other elements.
Action can now take place by means of the action plan.