Explaining the Burke-Litwin Model of Organizational Change

Organizational change is often complex, unpredictable, and influenced by both internal and external factors. Leaders, consultants, and change managers require a reliable and structured approach to identify what needs to change, why it needs to change, and how that change will impact other parts of the business. One of the most comprehensive tools to achieve this is the Burke-Litwin Model. To explain the Burke-Litwin model of organizational change effectively, it’s necessary to understand its components, its structure, and how it applies in practical business settings.

This article provides an in-depth explanation of the Burke-Litwin model of organizational change, examining each of its twelve interrelated variables, how they interact, and how the model helps organizations plan and manage transformation initiatives successfully.

What Is the Burke-Litwin Model of Organizational Change?

To explain the Burke-Litwin model of organizational change, we start by defining it as a causal model that links various organizational elements to overall performance and change. Developed in the early 1990s by W. Warner Burke and George Litwin, the model provides a framework for understanding how different elements of an organization influence one another during change.

Unlike many other models that focus purely on processes or individual behavior, the Burke-Litwin model offers a system-level view. It emphasizes that organizational performance is the result of multiple interacting factors and that change in one area will almost always lead to changes in others.

The model is particularly effective because it draws a clear distinction between transformational and transactional factors—allowing leaders to address both strategic and operational challenges in a coordinated way.

Core Structure of the Burke-Litwin Model

The Burke-Litwin model is built around twelve organizational variables, grouped into two main categories:

1. Transformational Variables

These are the strategic-level components that are typically influenced by external forces and result in deep, significant changes. They include:

• External Environment
• Leadership
• Mission and Strategy
• Organizational Culture

2. Transactional Variables

These are operational and more day-to-day elements that support the core functions of the organization. They are typically easier to change and include:

• Structure
• Management Practices
• Systems (policies and procedures)
• Work Unit Climate
• Task Requirements and Individual Skills
• Motivation
• Individual Needs and Values

At the base of the model is Performance, the ultimate result affected by all the other elements.

Understanding and managing change effectively requires acknowledging how all these components interact. To explain the Burke-Litwin model of organizational change in a useful way, we must delve into each variable.

Explaining Each Component of the Burke-Litwin Model

1. External Environment

This includes market conditions, regulatory changes, competitor actions, technological developments, and other outside factors that exert pressure on the organization. These are typically the initial triggers for transformational change.

2. Leadership

Leadership refers to the behavior and decision-making style of those at the top of the organization. Leadership has a profound influence on culture, communication, and the direction of strategic change.

3. Mission and Strategy

This defines the organization’s purpose and how it plans to achieve its goals. When change occurs, organizations often revisit their mission and strategy to realign with the external environment.

4. Organizational Culture

Culture encompasses the shared values, norms, and beliefs that guide behavior. Changes in leadership or strategy often require a shift in culture, which is one of the more challenging aspects to manage.

5. Structure

Structure relates to how the organization is arranged in terms of departments, hierarchies, and reporting relationships. Changing strategy often requires revisiting structure to remove silos and improve coordination.

6. Management Practices

This refers to how managers run their teams, make decisions, and implement policy. Management practices should reflect the organization’s goals and culture.

7. Systems

Systems are the processes and workflows that support daily operations. This includes IT systems, HR processes, budgeting procedures, and more. These often need redesign during change.

8. Work Unit Climate

The climate refers to the short-term experience of employees in their workgroups. It includes communication, trust, morale, and support. It is highly sensitive to leadership and management practices.

9. Task and Individual Skills

This includes job roles and the technical and behavioral skills required to do them. Organizational change often demands new skills or a reevaluation of job responsibilities.

10. Motivation

Motivation refers to what drives employees to perform. It is influenced by recognition, job satisfaction, alignment with values, and opportunities for growth.

11. Individual Needs and Values

This involves the alignment between what employees value (security, growth, recognition) and what the organization provides. When these are misaligned, engagement suffers.

12. Performance

All other variables ultimately affect performance, which includes productivity, efficiency, and the achievement of business goals. This is the outcome the model is designed to improve.

Causal Relationships in the Burke-Litwin Model

To fully explain the Burke-Litwin model of organizational change, it’s crucial to understand that the model is not a checklist but a causal loop. A change in one area (e.g., leadership) will affect others (e.g., culture, motivation, and performance). For instance:

• A change in the external environment (new regulations) may lead to a change in strategy.
• A new strategy may require different leadership capabilities.
• These changes may lead to a new culture, which in turn affects motivation and performance.

By mapping these relationships, organizations can identify leverage points and predict potential consequences of planned changes.

When to Use the Burke-Litwin Model

The model is suitable in several scenarios:

• Large-scale strategic transformations
• Mergers and acquisitions
• Leadership transitions
• Cultural change initiatives
• Performance improvement programs
• Digital transformation efforts

In any situation where multiple organizational elements are involved, and where alignment is essential for success, applying the Burke-Litwin model provides structure and clarity.

Benefits of the Burke-Litwin Model

To explain the Burke-Litwin model of organizational change in terms of value, we must note its specific advantages:

• It provides a systems-based view, showing how organizational elements are interconnected.
• It identifies root causes of performance issues, rather than treating symptoms.
• It distinguishes between strategic and operational drivers of change.
• It supports data-driven decision-making and structured diagnostics.
• It is applicable across industries and adaptable to different types of change.

Practical Steps to Use the Burke-Litwin Model

1. Diagnose Current State: Use surveys, interviews, and performance data to assess all twelve variables.
2. Identify Gaps and Misalignments: Determine where there is poor alignment or weak performance.
3. Establish Causal Links: Map out how one variable is affecting another to find root causes.
4. Prioritize Change Initiatives: Focus on high-impact areas, especially among transformational variables.
5. Develop Action Plans: Design specific interventions for leadership, systems, skills, etc.
6. Monitor and Adjust: Track progress with KPIs and revisit assessments regularly.

Limitations to Consider

While the model is powerful, it does come with certain limitations. In order to explain the Burke-Litwin model of organizational change’s limitations, you need to understand these factors:

• It can be time-consuming to assess all variables in detail.
• It requires strong analytical capabilities to interpret causal relationships.
• Cultural and motivational elements may be harder to quantify.
• It may not be suitable for very small or rapidly shifting startups.

Despite these, its clarity and structure make it one of the most valuable models for understanding and managing organizational change.

Conclusion

To explain the Burke-Litwin model of organizational change thoroughly is to highlight its strength as a diagnostic and planning tool for complex transformation. By understanding its twelve variables and their causal relationships, organizations can better manage change, align internal processes with strategic goals, and ultimately improve performance. Whether addressing leadership challenges, rethinking culture, or optimizing systems, this model provides a structured way to think about the deep and surface-level factors that shape organizational success.