Adkar model

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  • 1. ADKAR Model Euro MPM 2012 Change management Prof. A. De Change 1
  • 2. AGENDA • • • • • Introduction Application Comparison Example Conclusion 2
  • 3. Introduction • Resultoriented, simple, effective • Order of change • Individuals or organizations • Diagnoze root of resistance • Focus communications A Awareness of the need for change D Desire to participate and support the change K Knowledge on how to change A Ability to implement required skills and behaviours R Reinforcement to sustain the change • Identify barriers 3
  • 4. A Awareness of the need for change - Management communications Customer input Marketplace changes Ready-access information D Desire to participate and support the change - Fear of jobs Discontent with current state Imminent negative consequence Enhanced job security Affiliation and sense of belonging Career advancement Aquisition of power position Incentive or compensation Trust and respect of leadership Hope in future state K Knowledge on how to change - Training and education Information access Examples and role models A Ability to implement required skills and behaviours - Practice applying new skills or using new processes and tools Coaching Mentoring Removal of barriers - Incentives and rewards Compensation changes Celebrations Personal recognition R Reinforcement to sustain the change 4
  • 5. Popularity/Evolution 5
  • 6. Comparison Models Benefits Limitations ADKAR Sumarizes the process steps of change Effective management checklist Provides an understandable management checklist to manage the change Ignores the need for leadership to address the emotional dimension Misses out far too much to be fully effective in a step change initiative Fails to distinguish between the roles and functions of leadership as well as management Kotter 8 steps Clear and understandable process steps making it easy to execute the model Fits well with the other classical hierarchies The focus is not only on the success,but on the buy-in of employees as well Easy applicable for short-term goals No possibility for new steps Can lead to frustrations among employees if the individual needs are not considered Bridge’s Gradually accepting change transition Helps for understanding how employees feel during all the change process. model It is not replacing other models for change mgt Cannot be used as an independent change mgt model Gives a better view on the psychological effect of change Lewin this is a simple and easily understood model for change; it is timely, but you must consider that it is timely for any change to the model is done through steps; this is an efficient model that take place. Another disadvantage is that at the refreezing period, is used today many people are worried that another change is coming, so they are in change shock This change shock causes employees to not be as efficient or 6 effective in their jobs
  • 7. Comparison Kubler 5 stage curve The reacton of each individual is captured good The model helps for a creation of a good communication strategy McKinsey It is an effective way to diagnose and understand 7s Model the organization; it is a guide for organizational change; it is a combination of both rational and emotional constituents; and all parts are interrelated, so all portions must be addressed and focused on The model gives only a bad side of change reaction, not a good side It is not easy to define the transition between the different stages Hard to apply in a big group when one of the parts is changed, all parts change because they are all interrelated this model ignores differences Gives a clear view for the change implementation Every employee is in one of the adoption category Rogers with no exception adoptive among the employees. Provides inputs to identify opinion makers and The adoption terms cannot predict a respond to a curve influencers change/innovation, they only show the present situation 7
  • 8. Example http://www.youtube.com/watch?v=u2vXc4HEUBs Implementation of a new software tool • “This is a waste of time.” “Why change if it was working just fine before?” • “If it ain't broke, don't fix it.” “They never tell us what’s going on! If someone had taken the time to explain that the old software would no longer be supported by the vendor, and that new software was necessary to meet the needs of your customers, then your reaction (based on this awareness) would likely be : • “How soon will this happen? How will this impact me?” • “Will I receive new training?” One step further. You were aware that a change was required, but you had no desire to participate or support the change. • “What’s in it for me. I doubt they are really serious about this.” 8
  • 9. Conclusion The ADKAR model can be used to: • diagnose employee resistance to change • help employees transition through the change process • create a successful action plan for personal and professional advancement during change • develop a change management plan for your employees The ADKAR model has the ability to identify why changes are not working and help you take the necessary steps to make the change successful. You will be able to break down the change into parts, understand where the change is failing and address that impact point. 9
  • 10. Your success in life isn’t based on your ability to simply change. It is based on your ability to change faster than your competition, customers and business Mark Sanborn Thank you! 10