Applying the Burke-Litwin Model: A Guide to Organizational Change

Organizational change is often complex, multifaceted, and difficult to manage. To navigate change successfully, companies need a structured and evidence-based model that helps them understand how internal and external factors influence performance. One of the most well-regarded frameworks for this purpose is the Burke-Litwin Model of Organizational Performance and Change. Applying the Burke-Litwin model allows leaders to diagnose issues, anticipate resistance, and design targeted interventions that align with strategic goals.

This article explores the core principles of the model, breaks down its components, and provides practical guidance on applying the Burke-Litwin model in various organizational contexts. It is designed for leaders, change agents, HR professionals, and consultants looking to drive meaningful and sustainable transformation.

What Is the Burke-Litwin Model?

The Burke-Litwin Model was developed by W. Warner Burke and George Litwin to help organizations understand the relationship between structure, systems, behavior, and performance. It is based on the idea that twelve interconnected variables determine how an organization functions and responds to change. These variables are grouped into transformational and transactional factors.

The model is designed as a causal loop—each variable affects the others. This systems-based approach makes it possible to identify root causes of problems rather than just addressing symptoms.

The Twelve Variables of the Burke-Litwin Model

Transformational Factors:

1. External Environment
2. Leadership
3. Organizational Culture
4. Mission and Strategy

Transactional Factors:

5. Structure
6. Management Practices
7. Systems (Policies and Procedures)
8. Work Unit Climate
9. Tasks and Individual Skills
10. Motivation
11. Individual Needs and Values
12. Performance

Transformational factors are typically influenced by external forces and lead to deep organizational changes. Transactional factors are more operational and relate to day-to-day management.

Why Use the Burke-Litwin Model?

Applying the Burke-Litwin model offers several strategic advantages:

• Helps identify the root causes of performance issues
• Supports alignment between organizational systems and culture
• Provides a roadmap for managing complex change
• Distinguishes between strategic (transformational) and operational (transactional) drivers
• Encourages a holistic view rather than piecemeal interventions

By applying the Burke-Litwin model, organizations can develop more coherent change programs that address the full range of factors affecting performance.

Step-by-Step Guide to Applying the Burke-Litwin Model

Step 1: Define the Change Context

Start by clarifying the nature of the change. Is it triggered by internal performance issues, external market pressures, or leadership transitions?

Examples of change contexts:

• Mergers or acquisitions
• Digital transformation
• Declining customer satisfaction
• Leadership succession
• Regulatory shifts

This step helps determine whether the change is primarily transformational or transactional, which guides how the model will be used.

Step 2: Conduct an Initial Assessment

Use surveys, interviews, performance data, and diagnostics to assess the current state of each variable in the model.

Assessment tools may include:

• Organizational climate surveys
• Leadership evaluations
• Process audits
• Strategy reviews
• Employee feedback sessions

Look for symptoms of misalignment. For example, if employee motivation is low but compensation is competitive, the issue may lie in leadership behavior or unclear mission.

Step 3: Identify Interdependencies

One of the strengths of applying the Burke-Litwin model is recognizing the interrelationships between variables. For instance, poor leadership may negatively affect organizational culture, which in turn diminishes motivation and performance.

Common interdependencies:

• Leadership → Culture → Motivation → Performance
• Strategy → Structure → Work Climate → Task Effectiveness
• Environment → Mission → Systems → Individual Needs

Mapping these connections allows you to predict how changes in one area will impact others.

Step 4: Prioritize Areas for Intervention

Based on the assessment and interdependencies, prioritize the variables that require the most urgent attention. Focus on root causes rather than surface-level symptoms.

Example priorities:

• If performance is poor and linked to low motivation and weak leadership, start with leadership development.
• If customer satisfaction is declining due to outdated systems, focus on improving operational processes and tools.
• If resistance to change is high, evaluate the organizational culture and communication practices.

The goal is to target the variables that will create the most significant ripple effects across the system.

Step 5: Design and Implement Interventions

Design specific interventions tailored to the prioritized areas. Ensure each initiative aligns with overall strategy and supports the required changes across other interconnected variables.

Types of interventions:

• Leadership coaching or replacement
• Strategic communication programs
• Redesign of performance appraisal systems
• Training in digital tools and agile methodologies
• Cross-functional team realignment

Include clear success criteria and timelines. Monitor progress regularly and adjust the plan as needed.

Step 6: Align and Reinforce

Sustainable change requires reinforcement mechanisms. Align rewards, recognition, reporting structures, and daily practices with the new behaviors and processes.

Alignment activities:

• Update policies to reflect new strategic priorities
• Adjust incentive programs to reward collaboration or innovation
• Realign roles and responsibilities to match structural changes
• Use internal communication channels to celebrate progress

This step ensures that the change becomes embedded in organizational routines and norms.

Step 7: Measure Impact and Iterate

Use KPIs, qualitative feedback, and performance metrics to evaluate the impact of your interventions. Reassess the twelve variables periodically to identify new areas of misalignment or resistance.

Key metrics might include:

• Employee engagement scores
• Customer satisfaction indices
• Revenue or profitability improvements
• Efficiency gains in core processes
• Leadership effectiveness ratings

Iterate your strategy based on these insights, continuing the cycle of diagnosis and improvement.

Real-World Example of Applying the Burke-Litwin Model

Scenario: A mid-sized healthcare company experiences declining patient satisfaction and high employee turnover.

Assessment Findings:

• Leadership lacks transparency and communication skills.
• Organizational culture is risk-averse and resistant to new technology.
• Employees feel disconnected from the company’s mission.
• Outdated scheduling and record-keeping systems increase daily stress.
• Performance ratings are inconsistent and unclear.

Application of the Model:

• Transformational Interventions:
  • Train and coach leaders in transparent communication and team engagement.
  • Redefine mission and values with input from front-line employees.
  • Use storytelling to reinforce cultural change toward innovation and service quality.
• Transactional Interventions:
  • Upgrade scheduling software and digitize patient records.
  • Clarify job roles and responsibilities.
  • Implement standardized performance reviews with developmental feedback.

Results after 12 months:

• Improved employee retention by 20%.
• Patient satisfaction scores increased by 15%.
• Operational efficiency metrics improved due to digital system adoption.

This example illustrates how applying the Burke-Litwin model can provide a roadmap for addressing complex, interconnected challenges.

Benefits of Applying the Burke-Litwin Model

• Systemic Understanding: Captures the complexity of organizational dynamics.
• Root Cause Analysis: Distinguishes between symptoms and deeper issues.
• Strategic Alignment: Ensures all change initiatives support the broader mission.
• Adaptability: Works across different industries and organizational sizes.
• Measurable Outcomes: Supports the development of KPIs for tracking progress.

Challenges and Considerations

• Requires Commitment: Thorough application takes time and leadership buy-in.
• Complex Interrelationships: Mapping causal links can be difficult without experience.
• Data Collection Intensity: A comprehensive assessment needs robust data.
• Risk of Overreach: Trying to change all twelve variables at once can overwhelm the organization.

To address these challenges, prioritize incremental changes, involve cross-functional teams, and ensure open communication throughout the process.

Conclusion

Applying the Burke-Litwin model enables organizations to take a structured, systems-oriented approach to managing change. By analyzing the twelve interconnected variables—ranging from strategy and leadership to systems and culture—leaders can diagnose root causes of performance gaps and implement targeted interventions that drive sustainable results.

Whether facing external market disruption, internal inefficiencies, or cultural misalignment, this model provides a proven framework for building alignment and capacity for change. Applied correctly, it transforms reactive change management into proactive, strategic transformation.