copyright prosci 2014. all rights reserved. prosci ® adkar ® model please read right to use this...
TRANSCRIPT
Copyright Prosci 2014. All rights reserved.
Prosci® ADKAR® Model
Please readRight to use this content is governed by the licensing terms and conditions for this online tool. Reproduction and distribution are not permitted under a single-user license without express permission from Prosci. For permission to reproduce or distribute content, contact Prosci at 970-203-9332. All trademarks and copyright notices must be retained.
Please readRight to use this content is governed by the licensing terms and conditions for this online tool. Reproduction and distribution are not permitted under a single-user license without express permission from Prosci. For permission to reproduce or distribute content, contact Prosci at 970-203-9332. All trademarks and copyright notices must be retained.
* ADKAR is a registered trademark of Prosci. All rights reserved.
Copyright Prosci 2014. All rights reserved.
Agenda for presentation
• Individual change foundation
• Explanation of the ADKAR elements
• Application of the ADKAR Model
2 2
Copyright Prosci 2014. All rights reserved.
“Organizations don’t change – people within organizations change.”
New ERP
Focus on the
customerUpdated IT
systems
New marketing approach
New product
Online HR benefits system
New strategy
Productivity improvement
initiative
Mergers and acquisitions
Any business change requires individuals to do their jobs differently
to be successful
3 3
Copyright Prosci 2014. All rights reserved.
Individual perspective
You cannot manage change at an organizational level until you know how to manage change with a single individual.
You cannot manage change at an organizational level until you know how to manage change with a single individual.
From page 1 of the ADKAR book*:
The secret to successful change lies beyond the visible and busy activities that surround change. Successful change, at its core, is rooted in something much simpler: How to facilitate change with one person.
* ADKAR: A model for change in business, government and our community by Jeff Hiatt
4 4
Copyright Prosci 2014. All rights reserved.
The ADKAR Model
• ADKAR describes the required phases that an individual will go through when faced with change
• ADKAR is a foundational tool for understanding “how, why and when” to use different change management tools
5 5
Copyright Prosci 2014. All rights reserved.
“Everyone thinks of changing the world, but no one thinks of
changing himself.”
Leo Tolstoy
Copyright Prosci 2014. All rights reserved.
© 2012 Prosci and Bill Cigliano
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
7
Copyright Prosci 2014. All rights reserved.
The ADKAR Model
• Awareness of the need for change.
– What is the nature of the change?
– Why is the change happening?
– What is the risk of not changing?
For your employees, what is the level of Awareness of the need to change?
8 8
Copyright Prosci 2014. All rights reserved.
The ADKAR Model
• Desire to support the change.
– Personal motivation to support the change
– Organizational drivers to support the change
For your employees, what is the level of Desire to support and participate in the change?
9 9
Copyright Prosci 2014. All rights reserved.
The ADKAR Model
• Knowledge on how to change.
– Knowledge, skills and behaviors required during and after the change
– Understanding how to change
For your employees, what is the level of Knowledge on how to change?
10 10
Copyright Prosci 2014. All rights reserved.
The ADKAR Model
• Ability to implement new skills.
– Demonstrated ability to implement the change
– Barriers that may inhibit implementing the change
For your employees, what is the level of Ability to implement the change?
11 11
Copyright Prosci 2014. All rights reserved.
The ADKAR Model
• Reinforcement to sustain the change.
– Mechanisms to keep the change in place
– Recognition, rewards, incentives, successes
For your employees, what is the level of Reinforcement to sustain the change?
12 12
Copyright Prosci 2014. All rights reserved.
Without ADKAR
In the absence of:
You will see:
Awareness andDesire
• More resistance from employees.• Employees asking the same questions over and over.• Lower productivity.• Higher turnover.• Hoarding of resources and information.• Delays in implementation.
Knowledge and Ability
• Lower utilization or incorrect usage of new processes, systems and tools.
• Employees worry if they are prepared to be successful in future state.
• Greater impact on customers and partners.• Sustained reduction in productivity.
Reinforcement • Employees will revert back to old ways of doing work.• Ultimate utilization is less than anticipated.• The organization creates a history of poorly managed change.
13 13
Copyright Prosci 2014. All rights reserved.
ADKAR
• ADKAR describes the key building blocks for successful change – personal or
professional
• Success with change requires all elements of the ADKAR model to be present
14
Copyright Prosci 2014. All rights reserved.
Applying ADKAR to different organizational changes
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Change with one person
Or five people…
Or twenty people…
Or 1000 people…
15 15
Copyright Prosci 2014. All rights reserved.
ADKAR applications
• Change management planning
• Diagnosing gaps
• Developing corrective actionsR
A
K
D
A
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Copyright Prosci 2014. All rights reserved.
Using ADKAR for change management planning
• Organizational change is successful when:
– Everyone who is impacted by the change has the five ADKAR building blocks
• The goal is to build A, D, K, A and R
17 17
Copyright Prosci 2014. All rights reserved.
Organizational change management
• Five levers for organizational change management– Communication– Sponsorship– Coaching– Training– Resistance
management
• Using the right tools, you can move the organization through ADKAR– You can’t train
desire– You can’t
communicate ability
18
Copyright Prosci 2014. All rights reserved.
Change management tools
Mapping ADKAR to change management tools
Communications
Sponsor roadmap
Coaching
Training
Resistance mgmt
•Why are these channels critical for change management?
•What is the goal of each tool?
19 19
Copyright Prosci 2014. All rights reserved.
Mapping ADKAR to change management tools
Change management tools
Communications
Sponsor roadmap
Coaching
Training
Resistance mgmt
Awareness
Desire
Knowledge
Ability
Reinforcement
Awareness
Desire
Knowledge
Ability
Reinforcement
ADKAR phases of change
© Prosci
20 20
Copyright Prosci 2014. All rights reserved.
Diagnosing gaps with ADKAR
• ADKAR describes the building blocks and sequence for successful change
• When changes are failing, ADKAR can be used to identify which element is the root cause for the change not being successful
21 21
Copyright Prosci 2014. All rights reserved.
ADKAR assessments
• Work with employees to assess their level of Awareness, Desire, Knowledge, etc.
• ADKAR worksheets
– Personal change
– Business change
– Strategy change
22 22
Copyright Prosci 2014. All rights reserved.
ADKAR assessment(simplified)
Element Rank (1 – 5)
Awareness ______
Desire ______
Knowledge ______
Ability ______
Reinforcement ______
23 23
Copyright Prosci 2014. All rights reserved.
ADKAR profiles
• The results of the ADKAR assessment can be shown in a bar graph
• The first element scoring below a ‘3’ is where corrective actions should be focused – this is the barrier point 0
1
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Awareness Desire Knowledge Ability Reinforcement
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Copyright Prosci 2014. All rights reserved.
0
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Example ADKAR profiles
25
Copyright Prosci 2014. All rights reserved.
Developing corrective actions with ADKAR
• The ADKAR model helps to identify the barrier point – the root cause of why the change is not taking place
0
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26 26
Copyright Prosci 2014. All rights reserved.
Developing corrective actions with ADKAR
If the gap is:
Corrective actions:
Awareness Communications by senior leaders 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 them directly
Desire Immediate supervisors use Prosci’s top-10 steps for managing resistance; Look for pockets of resistance and identify the root cause
Knowledge Training on how to change and the skills needed after the change; Involvement of training and HR groups to develop requirements
Ability On-the-job training and job aides to support the new behaviors; Coaching by supervisors; User communities; Troubleshooting
Reinforcement Messages by senior leaders that the change is here to last; Individual coaching sessions to identity gaps
27 27
Copyright Prosci 2014. All rights reserved.
Connecting ADKAR and the current, transition and future states
Current Transition Future
RAKDA
28 28
Copyright Prosci 2014. All rights reserved.
Not everyone changes at the same pace
A D K A RPerson A
A D K A RPerson B
A D K A RPerson C
A D K A RPerson D
A D K A RPerson E
A D K A RPerson F
A D K A RPerson G
A D K A RPerson H
A D K A RPerson I
29
Copyright Prosci 2014. All rights reserved.
Speed of change processP
hase
s of
a c
hang
e pr
ojec
t
Required elements of change for employees
Awareness Desire AbilityKnowledge Reinforcement
Post-implementation
Implementation
Concept and Design
Business need
Successful Change
© Prosci
30 30
Copyright Prosci 2014. All rights reserved.
Speed of change process
Ineffective change management
Ineffective project management
Ph
ase
s of
a c
han
ge
pro
ject
Awareness Desire AbilityKnowledge Reinforcement
Post-implementation
Implementation
Concept and Design
Business need
SuccessFailure A
Failure B
Required elements of change for employees
© Prosci
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