Mastering Change Management Using the SCARF Model and Kotter's 8-Step Process

Sarah Ferrara author photo
Sarah Ferrara Chief Operations Officer
Operations,  Planning & Strategy

Change management is never easy, but it’s a constant in any organization. Whether it’s a new process, a shift in team structures, or adapting to market demands, the way we lead change makes all the difference.

At COLAB, we’ve found that managing change effectively comes down to two things:

  1. Understanding how people react to change.
  2. Having a clear process to guide them through it.

We use two proven models: SCARF to help our internal teams navigate change smoothly and Kotter’s 8-Step Model to structure change efforts when working with our clients and partners.

Why Change Feels Hard

Most people don’t resist change just for the sake of it. What often looks like resistance may be hidden commitments. That is, the subconscious fears or priorities that make people hesitate, even when they know the change is necessary.

To lead change well, we need to:

  • Create psychological safety so people feel supported.
  • Encourage small experiments rather than forcing big leaps.
  • Provide structure to keep change efforts moving forward.

That’s where SCARF and Kotter’s models come in.

SCARF: How We Manage Change Internally

When it comes to change internal to our team, we use David Rock’s SCARF Model to keep people engaged and minimize resistance. SCARF identifies five core needs that shape how people react to change:

1. Status – The Need to Feel Valued

  • What triggers resistance? People feel overlooked or worry they’re losing influence.
  • How we support our team: We publicly recognize contributions, involve people in decision-making, and reinforce that their work still matters.

2. Certainty – The Need for Predictability

  • What triggers resistance? Unclear expectations or sudden changes create anxiety.
  • How we support our team: We communicate clear roadmaps, set expectations, and provide regular check-ins.

3. Autonomy – The Need for Control

  • What triggers resistance? Feeling excluded from decisions or micromanaged.
  • How we support our team: We give teams flexibility in implementing changes and involve them in shaping the process.

4. Relatedness – The Need for Connection

  • What triggers resistance? Feeling out of the loop or alone.
  • How we support our team: We encourage open dialogue, collaboration, and mentorship.

5. Fairness – The Need for Equity

  • What triggers resistance? Perceptions of unfair decision-making or favoritism.
  • How we support our team: We make decisions transparently and ensure changes are applied consistently.

Using SCARF, we help our teams feel more in control, included, and confident in navigating change.

Kotter’s 8-Step Model: How We Guide Change with Clients

While SCARF helps us manage internal change, Kotter’s 8-Step Model gives us a structured way to help our clients and partners drive change in their organizations.

John Kotter’s model lays out a step-by-step approach to successful change management:

  1. Create a Sense of Urgency: make the case for why change is needed while demonstrating the risks of inaction and the opportunities ahead.
  2. Build a Guiding Coalition: bring key leaders and influencers together to help champion the change.
  3. Develop a Vision and Strategy: define success and how to get there.
  4. Communicate the Vision: reinforce the message through multiple channels and address concerns openly.
  5. Empower Action: remove obstacles and give teams the tools and autonomy to drive change.
  6. Generate Short-Term Wins: identify early successes to build momentum and confidence.
  7. Sustain Acceleration: keep pushing forward, looking for ways to refine and improve.
  8. Anchor the Change in Culture: make new behaviors and processes part of the organization’s DNA.

We’re using this framework externally because it provides a clear, repeatable structure that helps organizations avoid the common pitfalls of change—like weak leadership alignment, lack of urgency, or failure to embed change into daily operations.

Why This Matters

When there are major changes in progress, it’s tempting to roll into implementation to get things done as quickly as possible. But, successful change management is more than introducing the team to a new tool or process. You must shepherd your people through the process as they adjust and change hits your team.

  1. Internally: We use SCARF to ensure our teams feel supported, informed, and empowered.
  2. Externally: We use Kotter’s 8-Step Model to help our clients implement and sustain change successfully.

We’re always learning, refining, and adjusting our approach, but what is clear after years of building process is that change isn’t about pushing harder. It’s about guiding your people through the change process with clear communication and empathy.

How do you approach change in your team or organization? Let’s chat.