The document discusses change management and increasing leadership impact through change. It provides an overview of the Prosci ADKAR model, which defines the key elements individuals must go through for successful personal change as awareness, desire, knowledge, ability and reinforcement. The document emphasizes that change happens at the individual level and that change management is about catalyzing individual transitions in order to achieve organizational results. It outlines a change management blueprint and provides examples of applying the ADKAR model to define how to drive and support individual transitions through different change initiatives.
5. Copyright Prosci 2015. All rights reserved.5
This will be interactive
You are expected to participate
pollev.com/prosci
best second
best
pollev.com/prosci
also
available
To: 22333
Start your
text with…
unique string
More
Cross
Functional
6. Copyright Prosci 2015. All rights reserved.6
What changes do you anticipate at your Club
in the next 24 months?
PUNCHLINE: Your Clubs have tremendous change coming in
the next 24 months – succeeding with these internal changes will
have a concrete impact on fulfilling your external mission.
9:45 session 11:15 session
8. Copyright Prosci 2015. All rights reserved.
The achievements
of an organization
are the results of
the combined
effort of each
individual.
Vince Lombardi
8
9. Copyright Prosci 2015. All rights reserved.
Current Transition Future
TC F
C C C C C
C C C C C
C C C C
C C C C C
C C C C C
T T T T
T T T T T
T T T
T T T T
T T T T T
F F F
F F F F
F F
F F F
F F F F
T
T
T
F
F
F
F
F
F
F
F
Ultimately requires individuals to move
from their own current to their own future
An organizational move from the current to the future
9
10. Copyright Prosci 2015. All rights reserved.10
What are the impacts to your Club, your kids and your
community if you reach your own “great futures”?
PUNCHLINE: If you can support individuals toward their own
future states, you can move your Club to its future state and create
the meaningful, positive change you strive to create.
9:45 session 11:15 session
11. Copyright Prosci 2015. All rights reserved.
Your ability to deliver
on your MISSION
is directly impacted
by how effectively you
manage internal change
11
12. Copyright Prosci 2015. All rights reserved.12
KIDS’
CLUB’S
EMPLOYEES’
MEMBERS’
VOLUNTEERS’
13. Copyright Prosci 2015. All rights reserved.
TransitionCurrent Future
Employee/Member Individual Transitions
Impact Results and Outcomes
WithchangemanagementWithout
=
X project
benefits
created
Current FutureTransition
Individual
transitions
gets bumpy
Individual
transitions
takes longer
Individual
transitions
incomplete
Individual
transitions
not as expected
<X
13
14. Copyright Prosci 2015. All rights reserved.
How do we support
INDIVIDUALS through
their changes to achieve
Boys & Girls Club results?
14
15. Copyright Prosci 2015. All rights reserved.15
Change
Catalyzing
Questions
Why –Who – How Much – What
16. Copyright Prosci 2015. All rights reserved.
Change Management Blueprint
Achieving Results By Catalyzing Individual Change
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support individual transitions?
16
17. Copyright Prosci 2015. All rights reserved.17
It is not the
answer that
enlightens, but
the question.
Eugène Ionesco
18. Copyright Prosci 2015. All rights reserved.
Change Management Blueprint
Achieving Results By Catalyzing Individual Change
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support individual transitions?
18
19. Copyright Prosci 2015. All rights reserved.
Why Are We Changing?
0
200
400
600
800
Future
Organizational Benefits Project Objectives
Revenue
Costs
Profits
Efficiencies
Compliance
Safety
Process Excellence
Customer Satisfaction
Specific metrics and
measurements for
improvement
How work will be different
after the change
19
20. Copyright Prosci 2015. All rights reserved.
Why Are We Changing?
Project
Objectives
1. ?
2. ?
3. ?
4. ?
5. ?
Your Project or Initiative
Organizational
Benefits
1. ?
2. ?
3. ?
4. ?
5. ?
20
21. Copyright Prosci 2015. All rights reserved.21
On a scale of 1 (muddy) to 10 (crystal):
how clearly are organizational benefits and
project objectives defined on your efforts?
PUNCHLINE: Defining the why behind changes is crucial –
data shows a direct correlation to meeting objectives.
“People don’t buy what you do, they buy why you do it.” Sinek
9:45 session 11:15 session
22. Copyright Prosci 2015. All rights reserved.
Definition of Goals and
Objectives Drives Results
22
Poorly
Defined
Goals and
Objectives
Adequately
Defined
Well
Defined
Very
Well
Defined
= met objectives= exceeded objectives
23. Copyright Prosci 2015. All rights reserved.
Why Are We Changing?
Example BGCA Changes
What are the
benefits for
your Club and
specific project
objectives for:
Embracing failure as a
means to success
Shifting from staff-based to
board-based fundraising
Updating and modernizing
your website
23
24. Copyright Prosci 2015. All rights reserved.
Change Management Blueprint
Achieving Results By Catalyzing Individual Change
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support individual transitions?
24
25. Copyright Prosci 2015. All rights reserved.
Who Has to Do Their
Jobs Differently?
Future
F F F F
F F F F
F F F
F F F
F F F F
F
F
F
F
F
F
F
Future
Organizational
Benefits
and Project
Objectives
Individual
Transitions
(adoption and usage)
depend on
and require
Project
Objectives
1.
2.
3.
4.
5.
Organizational
Benefits
1.
2.
3.
4.
5.
25
26. Copyright Prosci 2015. All rights reserved.
Who Has to Do Their
Jobs Differently?
Individual Transitions
Group What does “to adopt and use” mean for this group?
Group What does “to adopt and use” mean for this group?
Group What does “to adopt and use” mean for this group?
Group What does “to adopt and use” mean for this group?
Group What does “to adopt and use” mean for this group?
26
27. Copyright Prosci 2015. All rights reserved.27
Aspects
of a
person’s
job you
might
impact
Processes
Systems
Tools
Job
roles
Critical
behaviors
Mindset/
Attitudes/
Beliefs
Reporting
structure
Performance
reviews
Compensation
Location
?
28. Copyright Prosci 2015. All rights reserved.
Who Has to Do Their
Jobs Differently?
Group
What “to adopt
and use” mean?
How big of
an impact?
Aspects of
job impacted
Processes
Systems
Tools
Job roles
Critical behaviors
Mindset/Attitude/Belief
Reporting structure
Performance reviews
Compensation
Location
28
29. Copyright Prosci 2015. All rights reserved.29
On a scale of 1 (never) to 10 (always):
do you define change at the granular, individual level?
PUNCHLINE: At 30,000 feet, change looks pristine and simple.
But change happens at the individual level; we must define
change at that granular level so we can drive individual transitions.
9:45 session 11:15 session
30. Copyright Prosci 2015. All rights reserved.
Who Has to Do Their
Jobs Differently?
30
Who has to do
their jobs
differently as
a result of:
Embracing failure as a
means to success
Shifting from staff-based to
board-based fundraising
Updating and modernizing
your website
31. Copyright Prosci 2015. All rights reserved.31
Just because it is
common sense
does not mean it is
common practice!
Will Rogers
32. Copyright Prosci 2015. All rights reserved.
Change Management Blueprint
Achieving Results By Catalyzing Individual Change
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support individual transitions?
32
33. Copyright Prosci 2015. All rights reserved.
How Much Depends on
Individual Transitions?
Value/benefit
you expect from
the change effort
(Project VOI)
Portion of benefit
that depends on
individual transitions
(CMVOI)
“People Dependency”
None AllHighLow Medium
33
34. Copyright Prosci 2015. All rights reserved.
How Much Depends on
Individual Transitions?
Project
Objectives
1.
2.
3.
4.
5.
Organizational
Benefits
1.
2.
3.
4.
5.
Indicate how dependent
this benefit or objective
is on PEOPLE
ADOPTING AND USING
THE CHANGE
34
Project
Objectives
1.
2.
3.
4.
5.
Organizational
Benefits
1.
2.
3.
4.
5.
35. Copyright Prosci 2015. All rights reserved.35
For a project you are working on, estimate the overall percent of
expected results and outcomes that depend on employee
adoption and usage (round to the nearest 0 or 5)
PUNCHLINE: A considerable portion of the results, outcomes
and value from our internal changes depends on supporting
and equipping successful individual transitions.
9:45 session 11:15 session
36. Copyright Prosci 2015. All rights reserved.
Gartner BPM Summit
Dec 12, 2014
Prosci Webinar
Feb 11, 2015
36
37. Copyright Prosci 2015. All rights reserved.
How Much Depends on
Individual Transitions?
37
How much of our
expected results
and outcomes
depend on
individual
transitions for:
Embracing failure as a
means to success
Shifting from staff-based to
board-based fundraising
Updating and modernizing
your website
38. Copyright Prosci 2015. All rights reserved.
Change Management Blueprint
Achieving Results By Catalyzing Individual Change
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support individual transitions?
38
39. Copyright Prosci 2015. All rights reserved.
What Can We Do To Drive and
Support Individual Transitions?
CHANGE
MANAGEMENT
39
40. Copyright Prosci 2015. All rights reserved.
Change management:
CHānj ‘manijmǝnt
40
Catalyzing
individual transitions
to deliver
organizational results
41. Copyright Prosci 2015. All rights reserved.
How does
this person
make a
successful
personal
change?
41
42. Copyright Prosci 2015. All rights reserved.
PUNCHLINE
42
If you understand how a single
individual makes a change
successfully, you can catalyze and
support employees’ and members’
personal transitions to drive
change results and outcome
43. Copyright Prosci 2015. All rights reserved.
M T W R F
An email on Monday
for training on Tuesday
for “go live” on Wednesday
is NOT the way to prepare
and equip individuals to
successfully change
43
44. Copyright Prosci 2015. All rights reserved.
Prosci
®
ADKAR
®
Model
R
A
K
D
A
Reinforcement
To sustain the change
Ability
To implement required skills and behaviors
Knowledge
On how to change
Desire
To participate and support the change
Awareness
Of the need for change
44
45. Copyright Prosci 2015. All rights reserved.
Real Life Example of ADKAR
45
SAVE OUR PLANET
Dear Guest,
Every day millions of gallons of
water are used to wash towels that
have only been used once.
YOU MAKE THE CHOICE:
A towel on the rack means
“I will use again.”
A towel on the floor means:
“Please replace.”
46. Copyright Prosci 2015. All rights reserved.
A Few More Real Life Examples
46
Same change, different Desires
47. Copyright Prosci 2015. All rights reserved.
A Few More Real Life Examples
47
App introduction screens – K and A
The
Weather
Channel
Fandango
Pulse
48. Copyright Prosci 2015. All rights reserved.
Prosci
®
ADKAR
®
Model
R
A
K
D
A
Reinforcement
“I will continue to…”
Ability
“I am able to…”
Knowledge
“I know how to…”
Desire
“I have decided to…”
Awareness
“I understand why…”
48
49. Copyright Prosci 2015. All rights reserved.49
Which ADKAR element do you think is the
most challenging in times of change?
PUNCHLINE: Desire is what we think will be most challenging.
But research data shows that the greatest source of resistance is
actually lack of awareness.
9:45 session 11:15 session
50. Copyright Prosci 2015. All rights reserved.
ADKAR Defines Success: For One
Person or Organization-Wide Changes
50
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
AR
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
AR
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
Change with
one person
Or five
people…
Or twenty
people…
Or 1000
people…
51. Copyright Prosci 2015. All rights reserved.
Prosci
®
ADKAR
®
Model
51
What is the nature of the change?
Why is the change happening? Why now?
What happens if we don’t change?
Change begins with understanding why
R
A
K
D
A
Awareness IS:
Awareness of the NEED for change
Awareness is NOT:
Awareness that a change is happening
52. Copyright Prosci 2015. All rights reserved.
Desire is tricky because
You cannot MAKE Desire, but…
You can INFLUENCE Desire
Prosci
®
ADKAR
®
Model
52
What’s in it for me (WIIFM)?
What are the personal motivating factors?
What are the organizational motivations?
Change involves personal decisions
R
A
K
D
A
53. Copyright Prosci 2015. All rights reserved.
Prosci
®
ADKAR
®
Model
53
Training on and learning new behaviors,
skills, processes and tools
During and after the change occurs
Change requires knowing how
R
A
K
D
A
Knowledge is NECESSARY but not
SUFFICIENT for creating change
This is what Knowledge without
Awareness and Desire looks like
54. Copyright Prosci 2015. All rights reserved.
Prosci
®
ADKAR
®
Model
54
Demonstrated capability to implement the
change in performance or behavior
Change requires action in the right direction
R
A
K
D
A
There can be a Knowledge-Ability Gap
Knowledge = Ability/
Knowledge
Knowledge
Knowledge
Ability
Ability
Ability
55. Copyright Prosci 2015. All rights reserved.
Prosci
®
ADKAR
®
Model
55
Actions that increase the likelihood that
the change will be continued
Recognition and rewards to sustain
Change must be reinforced to be sustained
R
A
K
D
A
Without Reinforcement,
it is our tendency to revert back:
• Natural
• Physical
• Psychological
56. Copyright Prosci 2015. All rights reserved.56
Identify a change going on right now
that you can apply ADKAR to:
57. Copyright Prosci 2015. All rights reserved.
ADKAR Defines the MILESTONES
of Successful Individual Change
Awareness Desire Knowledge Ability Reinforcement
Awareness “I understand why…”
Desire “I have decided to…”
Knowledge “I know how to…”
Ability “I am able to…“
Reinforcement®
“I will continue to…”
57
58. Copyright Prosci 2015. All rights reserved.
ADKAR for “Shifting from staff-based
to board-based fundraising”
58
Awareness
Why?
Why now?
What if we don’t?
Desire
Personal and
Club motivating
factors to change
Knowledge
What do I
need to know
how to do?
Ability
Am I capable?
Are there barriers
preventing?
Reinforcement
What will cement
and keep this
change in place?
59. Copyright Prosci 2015. All rights reserved.
What role do
you
play in
helping this
person
change?
59
60. Copyright Prosci 2015. All rights reserved.
PUNCHLINE
60
As a leader in the organization,
you play an active role in catalyzing
individual change because people
look to and listen to you
You play a crucial and active role
(ABCs) in driving successful change
61. Copyright Prosci 2015. All rights reserved.61
In all 8 of Prosci’s studies,
active and visible executive
sponsorship was the #1
contributor to success
62. Copyright Prosci 2015. All rights reserved.
Three Roles of Sponsors
ABCs of Sponsorship
#1 Active and visible participation throughout
#2 Build a coalition of sponsorship
#3 Communicate directly with employees
62
It’s not just signing checks and charters
63. Copyright Prosci 2015. All rights reserved.
Active and Visible
Participation Throughout
Role and
Responsibilities
Title
63
64. Copyright Prosci 2015. All rights reserved.
Build a Coalition
of Support
Outreach Admin Board Programs Nutrition
64
Transport
65. Copyright Prosci 2015. All rights reserved.
Communicate Directly
With Employees & Members
Why?
Why now?
What if we don’t?
65
66. Copyright Prosci 2015. All rights reserved.
Biggest Sponsor Mistakes
66
Mistake #1: Failed to remain
visible and engaged
throughout the project
Mistake #2: Failed to
demonstrate
support for the project
in words and actions
Mistake #3: Failed to
effectively
communicate messages
about the need for change
Mistake #4: Ignored the
people side of change
Mistake #5: Delegated or abdicated
the sponsorship role and responsibilities
67. Copyright Prosci 2015. All rights reserved.
Change Management Blueprint
Achieving Results By Catalyzing Individual Change
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support individual transitions?
67
68. Copyright Prosci 2015. All rights reserved.
16%
46%
77%
96%
0%
100%
Poor Fair Good Excellent
Change Management Correlates
to Meeting Change Objectives
68
Change Management Effectiveness
Percent of study
participants who met or
exceeded objectives
Benefit realization
Value creation
Minimize risks
Reduce “RE” costs
69. Copyright Prosci 2015. All rights reserved.
PUNCHLINE
You can drive more successful change
when you begin answering:
WHY
WHO
HOW MUCH
WHAT
69
Why
are we changing?
Who
has to do their
jobs differently?
How
Much
depends on
individual
transitions?
What
can we do to drive and support individual transitions?
70. Copyright Prosci 2015. All rights reserved.
1367 South Garfield Ave
Loveland, Colorado, USA 80537
+1 970-203-9332
www.prosci.com
www.change-management.com
The following are trademarks or registered trademarks of Prosci, Inc. All rights reserved. Prosci®; Project Change Triangle™ (PCT™); Awareness Desire Knowledge Ability Reinforcement®;
ADKAR®; Prosci® Change Management Maturity Model™; Preparing for Change, Managing Change, Reinforcing Change™
70
71. Copyright Prosci 2015. All rights reserved.71
Club Example: Updating and modernizing your website
72. Copyright Prosci 2015. All rights reserved.72
Club Example: Shifting from staff-based to board-based fundraising
73. Copyright Prosci 2015. All rights reserved.73
Club Example: Embracing failure as a means to success