04 mgt of change-the adkar model 04

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Management of Change

Teacher: Inamullah Mahsud Lecture 04

The ADKAR Model of Change

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The ADKAR model of change is a practical answer to effective change management for individuals and organizations. Built on practical research conducted in more than 900 organizations

ADKAR emphasizes that successful organizational change occurs only when each person is able to transition successfully.

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This model helps answer questions like: 1. Why is communication so important during change? 2. Why do employees resist change? 3. Why do executive business leaders need to be active

and visible sponsors of change?4. Why do employees become stressed and distracted

from day to day work? 5. How can I find the barrier point to change, and

manage employee or management resistance? 6. Why should front-line supervisors be active in

coaching employees during change?

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Usefulness of the ADKAR Model

Awareness of the need for change

Awareness is the first step in the ADKAR model.

The four key elements of awareness are:

1. Key messages2. Channels (enablers)3. Timing4. Communicators

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1.

Key

messag

es

Prosci's communication template

8Prosci's communication template

1.

Key

messag

es

2. Channels for building awareness

Face-to-face options Department or enterprise meetings Group meetings / Team meetings One-on-one meetings Training courses and workshops

Alternate communication channels Emails Bulletin boards Cafeteria postings Faxes Frequently asked questions (memos or newsletter feature) Internal memos Videos Website (Intranet) Word of mouth

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2. Channels for building awareness

Other channels for building awareness Building awareness around the need for

change is not limited to management communications. Other methods for building awareness that are not necessarily under the direct control of management include:

marketplace changes customer input ready-access to information employee rumors

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3. Timing and audiences

When building awareness of the need for change, timing is critical. You should think of the change in three key phases

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4. Communicators

When building awareness of the need for change, the communicator is as important as the message. Based on the most recent benchmarking study, employees prefer two communicators:

CEO or business executive Direct supervisor

Employees want to hear elements from Sections 1 and 2 of the Prosci’s communication template from the CEO or a business executive.

Messages from Section 3 are best communicated by the direct supervisor because they relate to the personal impact of the change on employees.

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Build Desire And Motivate Employees

Identifying your audiences for change Employees divide into three groups

when faced with change:1. The first group is open and willing to

change. 2. The second group is uncertain and

hesitant about change. 3. The third group will not change.

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Group 1 Each employee in this group can

become a strong and active advocate for change, and can influence the background conversation with other employees. This background network is a key channel to reach Group 2 employees.

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Group 2 Group 2 employees require the most

time and attention. These employees are the central focus, and their choice to support or not support the change will be influenced by how effectively the change is managed. Direct supervisors and coaches will be the primary enablers.

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Group 3Group 3 employees are not going

to change nor will they support the change within the organization. They are beginning an exit strategy that could include moving to another group or department, moving to another company, or leaving the workforce.

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Building desire Managers cannot dictate or control an employee's desire

to change. Employees choose. However, that does not mean that managers are powerless to achieve this result with their employees. The enablers or elements that may create a desire to change include:1. Fear of job loss2. Discontent with the current state3. Imminent negative consequences4. Enhanced job security 5. Affiliation and sense of belonging 6. Career advancement 7. Acquisition of power or position 8. Ownership for the future state9. Incentive or compensation 10. Trust and respect for leadership 11. Hope in future state

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Prosci's top-10 methods for creating a desire to change1. Listen and understand objections2. Focus on the "what" and let go of the "how“3. Remove barriers4. Provide simple, clear choices and consequences5. Create hope6. Show the benefits in a real and tangible way7. Make a personal appeal8. Convert the strongest dissenters9. Create a sacrifice10. Use money or power

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The role of Knowledge in the change process

Knowledge refers to the learning process which includes learning about the change and information about how to change.

Employees need to understand what will be different and what will stay the same. What are the new business processes? What are the new procedures? How will jobs change and what skills are needed to achieve these new jobs? What new systems will be in place?

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Creating knowledgeIn general, knowledge can be

created through: Training and education programs Open and ready access to

information Examples and role models

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Type of InformationThe type of information can be

separated into: Knowledge about the future state

including the new operating principles, processes, systems and organization structure or job roles.

Knowledge about the skills, behavior and information that employees will need in order to operate in the new environment.

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Pitfalls to avoid

Don’t skip the first two element of ADKAR and jump immediately to knowledge. In other words, don’t skip the awareness and desire elements of the ADKAR model and think that change begins with training employees.

The old adage, "you can lead a horse to water, but you cannot make it drink," is well-suited for this situation. Creating knowledge in employees can only begin when employees have the desire to learn and are ready to embrace the change.

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Ability

Ability represents the degree to which a person can perform the required skills and act on the knowledge about how to change.

When we ask employees to act or work differently, we are really asking them to: 1. Develop new or different physical capabilities

(motor skills). 2. Approach work differently and apply new work

methods (analytical or cognitive ability). 3. Interact differently with coworkers, customers

and suppliers (changes in behavior)

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Physical motor skill ability Changes that require translating

knowledge into physical motor skills include examples such as: Handling of products Running manufacturing equipment Operating machinery or motorized

equipment Keyboarding and handwriting skills

Ability

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Cognitive or analytical ability Changes that require translating

knowledge into analytical or cognitive skills include examples such as: Problem-solving Implementing new business policies and

procedures Public speaking Applied science and engineering Business management Sales and marketing

Ability

Behavior Changes that require translating

knowledge into new behavior include examples such as: Interpersonal relationships Team dynamics Stopping bad habits

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Ability

Three steps for developing ability to changeStep 1 - Developing ability takes time, practice and coaching.

27Rate of learning vs. ultimate performance level

Ability

Step 2 - Diagnosing the root cause or obstacle.

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Ability type Examples of common obstacles

Physical motor skills

Individual: strength, coordination, size, disabilities, medical conditions

Environmental: space limitations, external constraints

Analytical or cognitive

Mental: experience, intellect, memory

Psychological blocks: past history, fear of failure

Behavioral Habits and addictions

Underlying values and belief systems

Step 3 - Planning and implementing the intervention.

Ability

Two scenarios Scenario 1 - Change the person or alter

the change. you may decide that the root cause is something that you are unable or unwilling to address. For example, if an employee's underlying value system prevents him or her from making a behavior change, then this change may not be right for that person.

Scenario 2 - Remove the barriers to ability. In many cases, a manager or co-worker can assist in removing barriers to ability.

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Ability

Reinforcement

In order to sustain the change, reinforcement is necessary that is possible through a number of ways: Incentives and Rewards Performance Appraisal Compensation Changes Celebrations Personal Recognition Relevant Selection of new employees

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04 mgt of change-the adkar model 04

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