Transcript ADKAR and Change

ADKAR
and
Change
Using PROSCI’S ADKAR Model
Adapted from Prosci 2008
Agenda
• Introduction to Change Management
• ADKAR process
• ADKAR individual change
assessment
Adapted from Prosci 2008
What is Change Management?
People side of
change
Adapted from Prosci 2008
Change management is:
The process, tools and techniques to manage the
people-side of change to achieve the required business
outcome.
Adapted from Prosci 2008
Primary reasons for change Management
• Manage resistance to change
• Increase probability of success
• Reduce transition time
Adapted from Prosci 2008
Organizational change can be
represented as three states of change
Current
state
How things are done
today?
Adapted from Prosci 2008
Transition
state
How to move from
current to future?
Future
state
How things will be
done tomorrow?
The organization’s future state is
actually the collection of many
individual future states
Current
Transition
Future
Current
Transition
Future
Current
Transition
Future
Current
Transition
Future
Current
Transition
Future
Current
Transition
Future
Organization
Future
Adapted from Prosci 2008
Consequences of not managing the
people side of change
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Lower productivity
Passive resistance
Active resistance
Turnover of valued employees
Adapted from Prosci 2008
Consequences of not managing the
people side of change
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Disinterest in the current or future state
Arguing about the need for change
More sick days
Change not fully implemented
Adapted from Prosci 2008
Consequences of not managing the
people side of change
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People finding work arounds
People revert to the old way of doing things
The change being totally scrapped
Divides are created between ‘us’ and ‘them’
Adapted from Prosci 2008
Change
“Organizations don’t change - people within
organizations change.”
Any business change
requires individuals to
do their jobs
differently to be
successful
Adapted from Prosci 2008
Change is not always easy!
Adapted from Prosci 2008
The ADKAR Model
ADKAR describes the
required phases that
an individual will go
through when faced
with change.
Adapted from Prosci 2008
The ADKAR Model
ADKAR is a foundational
tool for understanding
“how, why and when” to
use different change
management tools.
Adapted from Prosci 2008
The five building blocks of
successful change
Awareness of the need for change
Desire to participate and support the
change
Knowledge on how to change
Ability to implement required skills and
behaviors
Reinforcement to sustain the change
Adapted from Prosci 2008
The ADKAR Model
Awareness
Adapted from Prosci 2008
of the need for change.
• What is the nature of the
change?
• Why is the change
happening?
• What is the risk of not
changing?
The ADKAR Model
Awareness
Think about the change your team is
working on currently .
Write a number 1 – 5 on the Post-It
note to indicate your Awareness of
this change.
Adapted from Prosci 2008
The ADKAR Model
Desire
to support the change.
• Personal motivation to
support the change
• Organizational drivers to
support change
Adapted from Prosci 2008
The ADKAR Model
Desire
Think about the change your
team is working on currently .
Write a number 1 – 5 on the
Post-It note to indicate your
Desire for this change.
Adapted from Prosci 2008
The ADKAR Model
Knowledge
Adapted from Prosci 2008
on how to change.
• Knowledge, skills and
behaviors required
during and after the
change
• Understanding how to
change
The ADKAR Model
Knowledge
Think about the change your
team is working on currently .
Write a number 1 – 5 on the
Post-It note to indicate your
Knowledge needed to implement
this change.
Adapted from Prosci 2008
The ADKAR Model
Ability
Adapted from Prosci 2008
to implement new skills.
• Demonstrated ability to
implement the change
• Barriers that may inhibit
implementing the change
The ADKAR Model
Ability
Think about the change your
team is working on currently .
Write a number 1 – 5 on the
Post-It note to indicate your
Ability to implement this change.
Adapted from Prosci 2008
The ADKAR Model
Reinforcement
Adapted from Prosci 2008
to sustain the change.
• Mechanisms to keep the
change in place
• Recognition, rewards,
incentives, successes
The ADKAR Model
Reinforcement
Think about the change your
team is working on currently .
Write a number 1 – 5 on the
Post-It note to indicate your
feeling of Reinforcement for this
change.
Adapted from Prosci 2008
Connecting ADKAR and the current,
transition and future states.
Current
A
D
Adapted from Prosci 2008
Transition
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Future
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ADKAR Gap Model
Change
Confusion
Resistance
Fear/
Anxiety
Frustration
Backsliding
Adapted from Prosci 2008
Developing corrective actions
with ADKAR
If the gap is:
Corrective actions:
Awareness
Management communicates about the
business reasons for change (why, risk of not
changing, drivers of change); Face-to-face
communications with immediate supervisors
about how the change impacts you directly is
what should occur
Desire
Look for pockets of resistance and identify the
root cause; discuss your desire for resisting
the change
Adapted from Prosci 2008
Developing corrective actions
with ADKAR
If the gap is:
Corrective actions:
Knowledge
Training on how to change and the skills
needed after the change
Ability
On-the-job training and job aides to support
the new behaviors; Coaching by
supervisors; Troubleshooting
Reinforcement
Messages by senior leaders and
supervisors that the change is here to stay;
Individual coaching sessions to identity
gaps
Adapted from Prosci 2008
Applying ADKAR:
Not everyone moves through change
at the same pace
Change with one
person…
Or five people…
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Or 1000 people…
Adapted from Prosci 2008
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Group Activity
Adapted from Prosci 2008