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ADKAR and Change.ppt
1. And it's a sad picture, the final blow hits you
Somebody else gets what you wanted again and
You know it's all the same, another time and place
Repeating history and you're getting sick of it
But I believe in whatever you do
And I'll do anything to see it through
Because these things will change
Can you feel it now?
These walls that they put up to hold us back will fall down
It's a revolution, the time will come
For us to finally win
And we'll sing hallelujah, we'll sing hallelujah
So we've been outnumbered
Raided and now cornered
It's hard to fight when the fight ain't fair
We're getting stronger now
Find things they never found
They might be bigger
But we're faster and never scared
You can walk away, say we don't need this
But there's something in your eyes
Says we can beat this
Because these things will change
Can you feel it now?
These walls that they put up to hold us back will fall down
It's a revolution, the time will come
For us to finally win
And we'll sing hallelujah, we'll sing hallelujah
Tonight we'll stand, get off our knees
Fight for what we've worked for all these years
And the battle was long, it's the fight of our lives
But we'll stand up champions tonight
It was the night things changed
Can you see it now?
These walls that they put up to hold us back fell down
It's a revolution, throw your hands up
'Cause we never gave in
And we'll sing hallelujah, we sang hallelujah
Hallelujah
https://youtu.be/B1jYllE0T-k
2. Activities
• 1. Shake hands and greet- accept people, involve and kow them
• 2. Left palm staright rt hand index finger down – change strategy to win
• 3. Cross your arms – its difficult to change something that we are used to doing in a certain
way
• Boat activity_ Make a paper boat
• 4. change your seats – we tend to go back to diing things or being the way we are used to
• 5 draw a line, above line is successful mindset OAR and below is unsuccessful mindset
BED, Unsuccesful MS people B – for blaming- they blame others for their failure, parents
didn’t allow, he did like thos, I was unfortunate, I did not have the resourcesetc. E – excuses.
They make excuses, tis happened, that happened, not today, something has come up etc.
They make excuses for everything 3rd is D- denial ie they do not accept anything whether its
ffedback, or that things are not correct, or there is a need for change. so if there is no
acceptance. How will there be a change. OAR ownership, accountability and responsibility
• Speak above the line. Develop the culture of remaining above the line.
• 6. Game – Ask people tto clap once together. There will be claps at differem time. Tell them
ok now you clap after 3. Say 1 2 and you clap but don’t say 3. Result – everyone else will
also clap. Message – people do what they see not what they hear. They look upto u. If you
don’t change, they will not. Make them do different hand movements. – swing your arms,
hands on waist, hands up, hands shaking, arm rotation, touch your head, hads swing to left,
touch your chin – but you touch your cheeks and people will do the same. Message – I told
you – people do what they see, not what they hear. So change is not easy. It does not
happen fast. People will have to be taught repeatedly
• 7. Kal ho na ho – music
Adapted from Prosci 2008
6. Common Experience with
Change
• What is the biggest experience of change you have
experienced over the last year?
• What impact did this change have on you and others?
• What was your initial response to this change?
8. Agenda
• 3 W’s 1 H
What is change
Why is change necessary
When should we change
How to adapt to change
Change Management
Building a case for change
Create a shared vision
Empower teams
Lead by example
Be open and transparent
Reinforce value of change
10. Change and Change Management
• Change is moving from current
state to a new state
• Change management is the
process of dealing with the
impact of change
11. Communicating about Change
( 4 Communication Points)
• 1. Why is the change necessary?
o ( rationale)
• 2. What are we changing to and its personal impact?
o ( Vision) and (WIIFM)
• 3. How and when do we intend to get there?
o (plan)
• 4. Is help available to support transitions?
o (resources)
13. Why resistance to change
• Individual
• Fear of the unknown
• Fear of Failure
• Being Labelled as Incompetent
• Loss of Control over the situation
• Threat to personal values, principles or philosophy
• Threat of a possible change in the status
14. What changes
• Processes change
• Organisational restructure / reorganisation
• Culture change
• Facilities / locations change
• Staff levels
• IT / system implementation
• Service changes (staff and citizen)
• Employment conditions.
• Expectations
Adapted from Prosci 2008
15. When are we ready for
change
• We have a shared organizational vision
• Our belief in the system is strong
• Focused and goal mindset
• Understand your role as a leader
• We have developed resilience
• When we are mentally ready for it
• Motivated and positive attitude
• You see the value impact
Adapted from Prosci 2008
17. • Top barriers in major change programs
o competing resources 48%
o Functional boundaries 44
o Lack of change skills 42
o Middle management 38
o Long IT lead times 35
o Communication 34
o Employee opposition ( resistance) 33
o Initiative fatigue 32
o Unrealistic timetables 31
• source: PriceWaterhouseCoopers
Why Change Fails
18. • Factors that helped the most successful
companies achieve their goals
o Good communication 100%
o Strong mandate by senior management 95
o Setting intermediate goals and deadlines 95
o Having an adaptive plan 91
o Having access to adequate resources 86
o Demonstrating urgency of change 86
o Setting performance measures 81
o Delivering early , tangible results( quick wins) 76
o Involving customers and suppliers early 62
o Benchmarking V’s competitors 62
• source:PriceWaterhouseCoopers
Making Change Succeed
19. Adapted from Prosci 2008
What to expect during the
transition
• No matter how positive , promising or proactive the
change is, expect a sense of loss
• No matter how competent and comitted stakeholders are
expect a sense of confusion
• No matter how loyal employees are, expect some initial
skepticism and an increase in “me” focus
21. Organizational change can be
represented as three states of change
Current
state
Transition
state
Future
state
How things are done
today?
How to move from
current to future?
How things will be
done tomorrow?
Adapted from Prosci 2008
22. The organization’s future state is
actually the collection of many
individual future states
Future
Current Transition Future
Current Transition Future
Current Transition Future
Current Transition Future
Current Transition Future
Current Transition Future
Current Transition Future
Current Transition Future
Current Transition Future
Current Transition Future
Current Transition Future
Current Transition Future
Organization
Adapted from Prosci 2008
23. How to implement
change
• Kotter’s 8 step model
• Adkar’s Model
• Deming Cycle
Adapted from Prosci 2008
25. ACTIVITY
• Step 1: Create Urgency
• Step 2: Form a Powerful Coalition
• Step 3: Create a Vision for Change
• Step 4: Communicate the Vision
• Step 5: Remove Obstacles
• Step 6: Create Short-Term Wins
• Step 7: Build on the Change
• Step 8: Anchor the Changes in Corporate Culture
26. Adapted from Prosci 2008
Consequences of not managing the
people side of change
• Lower productivity
• Passive resistance
• Active resistance
• Turnover of valued employees
27. Adapted from Prosci 2008
Consequences of not managing the
people side of change
• Disinterest in the current or future state
• Arguing about the need for change
• More sick days
• Change not fully implemented
28. Adapted from Prosci 2008
Consequences of not managing the
people side of change
• 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’
30. Adapted from Prosci 2008
The ADKAR Model
ADKAR describes the
required phases that
an individual will go
through when faced
with change.
31. Adapted from Prosci 2008
The ADKAR Model
ADKAR is a foundational
tool for understanding
“how, why and when” to
use different change
management tools.
32. 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
33. The ADKAR Model
Adapted from Prosci 2008
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?
34. The ADKAR Model
Adapted from Prosci 2008
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.
35. The ADKAR Model
Adapted from Prosci 2008
Desire to support the change.
• Personal motivation to
support the change
• Organizational drivers to
support change
36. The ADKAR Model
Adapted from Prosci 2008
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.
37. The ADKAR Model
Adapted from Prosci 2008
Knowledge on how to change.
• Knowledge, skills and
behaviors required
during and after the
change
• Understanding how to
change
38. The ADKAR Model
Adapted from Prosci 2008
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.
39. The ADKAR Model
Adapted from Prosci 2008
to implement new skills.
• Demonstrated ability to
implement the change
• Barriers that may inhibit
implementing the change
Ability
40. The ADKAR Model
Adapted from Prosci 2008
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.
Ability
41. The ADKAR Model
Adapted from Prosci 2008
to sustain the change.
• Mechanisms to keep the
change in place
• Recognition, rewards,
incentives, successes
Reinforcement
42. The ADKAR Model
Adapted from Prosci 2008
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.
Reinforcement
43. Adapted from Prosci 2008
Connecting ADKAR and the current,
transition and future states.
Current Transition Future
A D K A R
44. Adapted from Prosci 2008
ADKAR Gap Model
Change
Confusion
Resistance
Fear/
Anxiety
Frustration
Backsliding
45. Developing corrective actions
with ADKAR
Adapted from Prosci 2008
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
46. Developing corrective actions
with ADKAR
Adapted from Prosci 2008
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
47. Applying ADKAR:
Not everyone moves through change
at the same pace
Adapted from Prosci 2008
Change with one
person…
Or five people… Or twenty people…
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Or 1000 people…
Move around the room. Shake hands, introduce yourself and say hello to as many people as you can.
Move around the room. Shake hands, smile, introduce yourself and say hello – how are you to everyone in the room.
What was the difference. Did you say hello to me in 1st xase. Why in the second time because I made myself a part of you, broke the barrier and came to your level to be part of you.
Ask, what does this word mean to you. Note it on the board. People will come up with mixed response
Positive change – growth, success, clothes, beauty, confidence, personality
Negative change, - bad outcomes, failure, fear,
Inevitable change – hair growth, your size plants, seasons, weather, days , months
Change is inevitable and u have no control over it. So what should be done. Can you manage change – no you cant. You manage yourself to adapt to change. As you grow, your body is growing, so what do you do – you grow with the body by learning new things, adapting and adopting from your surroundings.
Explain by giving the eg of if you don’t like something – whose problem is it, so who should change. Talk about growth – we have some qualities and some deficiencies
Activity Game – Arm to your left and right index finger pointing down
https://www.quora.com/Why-is-change-management-important-in-healthcare
Hospitals and health systems will always be in demand, but that doesn’t make them immune to the effects of consumerism.
Today, patients have more choice than ever before. With online rating tools and greater focus on the patient experience, competition among healthcare providers has reached unprecedented heights.
ospitals must innovate to gain a competitive edge.
Successful technology adoption is a persistent challenge
What are the biggest barriers to healthcare innovation?
Many obstacles have the power to derail innovation efforts.
According to the CIO survey, the three most significant barriers to the successful implementation of digital capabilities in healthcare include:
Overcoming resistance to change (45%)
Managing issues with legal and regulatory compliance (39%)
Achieving adequate ROI (37%)
Resistance to change is the most profound challenge for healthcare leaders when it comes to adopting new digital tools. We saw this when hospitals began to adopt electronic health records—the effects of which are still visible.
Despite the potential for innovative technology to improve care and the patient experience, clinicians often see the implementation of new technology as disruptive.
1. Doctors and nurses tend to be evidence-based thinkers—unless they see concrete proof that a proposed change will bring value, they will most likely resist it.
2. They don’t want technology to interfere with patient interactions.
3. They are extremely busy. Ask a room full of clinicians who has a few hours to spare for a software tutorial, and you’ll probably be hearing crickets.
Don’t let resistance to change stifle healthcare innovation
Change management is a crucial part of an organization that can either build a business or break it. Companies that don’t act upon change don’t last long. It is extremely necessary to adapt to a change.
Change management can be defined as a systematic approach to deal with the transformation of an organization's goals, processes or technologies. Change management aims to is to implement strategies and ideas that can help people adapt to change. This change can be of any type- change inorganization’s structure, change in the market, change in technologies etc.
Failing to adapt to changes can cause downfall. Moreover, if companies and organizations don’t change positively then the world cannot progress forward. This is why change management is important.
Let’s look at a popular model of change management - The Lewin’s Model.
This model has three parts.
Unfreeze-The first one is Unfreeze. This involves preparing the organization to accept that change is necessary.
Change- The second stage is change. After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in new directions.
Refreeze- The third stage is Refreeze. Once the changes starts taking place the organization is ready to refreeze. The refreeze stage needs to help people and the organization internalize or institutionalize the changes which means making sure that the changes are used all the time, and that they are incorporated into everyday business.
This was some information about change management. If you wish to learn more, you can visit the Anexas website.
Change involves movement from the current state (how things are today), through to a state of transition, and finally a future state (how things will be done). People deal with change in different ways, often depending on their personal experiences with change in the past.
You can often identify the stage people are at by their actions and behaviours. Look and listen for:
denial and/or resistance
stress
cynicism
silence
leaving.
hange management Change management is just a chosen strategy, to make sure an organisation keeps up with changes and new requirements, but it is certainly not the only way you can achieve this.
Change management is almost always done top-down, which guarantees that the employees will start to resist and sabotage. instead of researching why the employees are resisting, they then try to address the symptoms by trying to persuade the employees, put pressure on them, fire the unwilling, or promise financial rewards… A slow death spiral, as employees don’t feel heard, are doing things that they know are not efficient or ethical, and realise that they have no power whatsoever and are supposed to do what they are being told. The employees become passive, exactly the opposite of what you are trying to achieve.
Continuous Improvement Another, in my view much better way, to make sure that the organisation adapts to changes and new requirements, is to introduce Continuous Improvement.
Not the Continuous Improvement as is practised by most organisations who are doing this top-down as well. No!
Continuous Improvement which is done by the employees. This unfortunately, requires a different culture. One where employees are respected, where there is no fear and blaming, no judging and performance targets, and one where the top leaders are committed to this culture and actively lead according to this philosophy.
If you are interested, read some of my contributions on Quora, or read up on the works of Dr. W. Edwards Deming, Taiichi Ohno and those LEAN masters who know that LEAN is not about the tools, but about the organisational culture, which automatically excludes most of the LEAN “Belt” training houses...
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By separating a change out into how things are done today (the current state), how things will be done (the future state) and how to move from the current state to the future
state (the transition state), change can be more effectively managed as specific tactics can be developed for each of the states of change.
Individuals will transition from stage to stage at different rates, but the ultimate goal is for all people within the organization to reach the future phase.
For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving.
This isn't simply a matter of showing people poor sales statistics or talking about increased competition. Open an honest and convincing dialogue about what's happening in the marketplace and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself.
What you can do:
Identify potential threats , and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
Request support from customers, outside stakeholders and industry people to strengthen your argument.
Note:
Kotter suggests that for change to be successful, 75 percent of a company's management needs to "buy into" the change. In other words, you have to work really hard on Step 1, and spend significant time and energy building urgency, before moving onto the next steps. Don't panic and jump in too fast because you don't want to risk further short-term losses – if you act without proper preparation, you could be in for a very bumpy ride.
Step 2: Form a Powerful Coalition
Convince people that change is necessary. This often takes strong leadership and visible support from key people within your organization. Managing change isn't enough – you have to lead it.
You can find effective change leaders throughout your organization – they don't necessarily follow the traditional company hierarchy. To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance.
Once formed, your "change coalition" needs to work as a team, continuing to build urgency and momentum around the need for change.
What you can do:
Identify the true leaders in your organization, as well as your key stakeholders .
Ask for an emotional commitment from these key people.
Work on team building within your change coalition.
Check your team for weak areas, and ensure that you have a good mix of people from different departments and different levels within your company.
Step 3: Create a Vision for Change
When you first start thinking about change, there will probably be many great ideas and solutions floating around. Link these concepts to an overall vision that people can grasp easily and remember.
A clear vision can help everyone understand why you're asking them to do something. When people see for themselves what you're trying to achieve, then the directives they're given tend to make more sense.
What you can do:
Determine the values that are central to the change.
Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization.
Create a strategy to execute that vision.
Ensure that your change coalition can describe the vision in five minutes or less.
Practice your "vision speech" often.
Tip:
For more on creating visions, see our article on Mission Statements and Vision Statements .
Step 4: Communicate the Vision
What you do with your vision after you create it will determine your success. Your message will probably have strong competition from other day-to-day communications within the company, so you need to communicate it frequently and powerfully, and embed it within everything that you do.
Don't just call special meetings to communicate your vision. Instead, talk about it every chance you get. Use the vision daily to make decisions and solve problems. When you keep it fresh on everyone's minds, they'll remember it and respond to it.
It's also important to "walk the talk." What you do is far more important – and believable – than what you say. Demonstrate the kind of behavior that you want from others.
What you can do:
Talk often about your change vision.
Address peoples' concerns and anxieties, openly and honestly.
Apply your vision to all aspects of operations – from training to performance reviews. Tie everything back to the vision.
Lead by example .
Step 5: Remove Obstacles
If you follow these steps and reach this point in the change process, you've been talking about your vision and building buy-in from all levels of the organization. Hopefully, your staff wants to get busy and achieve the benefits that you've been promoting.
But is anyone resisting the change? And are there processes or structures that are getting in its way?
Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward.
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What you can do:
Identify, or hire, change leaders whose main roles are to deliver the change.
Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with your vision.
Recognize and reward people for making change happen.
Identify people who are resisting the change, and help them see what's needed.
Take action to quickly remove barriers (human or otherwise).
Step 6: Create Short-Term Wins
Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you'll want to have some "quick wins " that your staff can see. Without this, critics and negative thinkers might hurt your progress.
Create short-term targets – not just one long-term goal. You want each smaller target to be achievable, with little room for failure. Your change team may have to work very hard to come up with these targets, but each "win" that you produce can further motivate the entire staff.
What you can do:
Look for sure-fire projects that you can implement without help from any strong critics of the change.
Don't choose early targets that are expensive. You want to be able to justify the investment in each project.
Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative.
Reward the people who help you meet the targets.
Step 7: Build on the Change
Kotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change.
Launching one new product using a new system is great. But if you can launch 10 products, that means the new system is working. To reach that 10th success, you need to keep looking for improvements.
Each success provides an opportunity to build on what went right and identify what you can improve.
What you can do:
After every win, analyze what went right, and what needs improving.
Set goals to continue building on the momentum you've achieved.
Learn about kaizen , the idea of continuous improvement.
Keep ideas fresh by bringing in new change agents and leaders for your change coalition.
Step 8: Anchor the Changes in Corporate Culture
Finally, to make any change stick, it should become part of the core of your organization. Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work.
Make continuous efforts to ensure that the change is seen in every aspect of your organization. This will help give that change a solid place in your organization's culture.
It's also important that your company's leaders continue to support the change. This includes existing staff and new leaders who are brought in. If you lose the support of these people, you might end up back where you started.
What you can do:
Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear.
Include the change ideals and values when hiring and training new staff.
Publicly recognize key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions.
Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.
Identify potential threats, showing what could happen in the future
Examine opportunitie should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
Request support from customers, outside stakeholders and industry people to strengthen your argument.
Identify the true leaders in your organization, as well as your key stakeholders .
Ask for an emotional commitment from these key people.
Work on team building within your change coalition.
Check your team for weak areas, and ensure that you have a good mix of people from different departments and different levels within your company.
Determine the values, that are central to the change.
Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization.
Create a strategy to execute that vision
Ensure that your change coalition can describe the vision in five minutes or less.
Practice your "vision speech" often.
Talk often about your change vision.
Address peoples' concerns and anxieties, openly and honestly.
Apply your vision to all aspects of operations – from training to performance reviews. Tie everything back to the vision.
Walk the talk
What you can do:
Identify, or hire, change leaders whose main roles are to deliver the change.
Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with your vision.
Recognize and reward people for making change happen.
Identify people who are resisting the change, and help them see what's needed.
Take action to quickly remove barriers (human or otherwise).
Look for sure-fire projects that you can implement without help from any strong critics of the change.
Don't choose early targets that are expensive. You want to be able to justify the investment in each project.
Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative.
Reward the people who meet the targets
After every win, analyze what went right, and what needs improving.
Set goals to continue building on the momentum you've achieved.
Work on Kaizen to implement continuous improvement
Keep ideas fresh by bringing in new change agents and leaders for your change coalition.
What you can do:
Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear.
Include the change ideals and values when hiring and training new staff.
Publicly recognize key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions.
Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.
There are down sides to not managing the people side of change such as
People not being as productive
People being passively resistant
People being actively resistant
And valuable staff members leaving the organization
People feeling disinterested in the current or future state.
People arguing that change is not needed.
An increase in the use of sick leave.
Changes end up not being fully implemented.
People will find work arounds to get the work done.
People will revert to the way things were done before.
The changes could be scrapped.
Us vs. Them situations are created.
Knowing this, we would like to arm you with a change management model that can help guide you through change – and help you to identify barriers in the change process.
Now we will talk about a model for change management that the state as adopted.
The ADKAR model will assist you in recognizing where problems can arise and give you some tools for dealing with these problems.
The ADKAR Model is an individual change management model describing how one person makes a successful change. Effective change management requires a change management model as its foundation to encourage effective organizational change.
Awareness is often equated to communication, however, the act of communicating does not always produce the result of awareness. This is where you should start seeing what the change is, why the change is being made, and what the risks of not changing from the current state are.
Ask each person to think about ____________ ****(A change that your team is currently going through)****
On one of the post-it notes have them each write a number between 1-5 on the post-it note to indicate how they feel they are with the awareness part of ADKAR with 1 being not aware and 5 fully aware of the change.
Collect the Post-it notes and calculate the average for the group. Place the average number on the Chart Pack paper under Awareness.
Ultimately, desire is about personal choice. It is often due to uncertainty and lack of control during the change process that causes a person’s motivation for the change to put them at odds with the change. This can create ‘reactive management’ – fire fighting and damage control. Instead of introducing change and then identifying those who are resistant. The ultimate goal is not to drag you along unwillingly, but to create energy and engagement around the change that produces momentum and support from you. This is sometimes referred to as the “what’s in it for me” stage
Ask each person to think about ____________ ****(The same change as used in the Awareness section)****
On one of the post-it notes have them each write a number between 1-5 on the post-it note to indicate how they feel they are with the Desire part of ADKAR with 1 being No desire to change and 5 fully desirous of the change.
Collect the Post-it notes and calculate the average for the group. Place the average number on the Chart Pack paper under Desire.
Knowledge is the building block that usually causes the fewest issues – our organization has a rich history of training delivery. But training should not be the only way knowledge is developed. It is important to equip you with the knowledge of how to change (what to do during the transition) as well as how to perform in the future state (knowledge on the skills and behaviors needed to support the change).
It is easy and a commonly made mistake to jump straight to Knowledge as a way to encourage individual change. The result is easy to predict – you show up for training and wonder why you are sitting through yet another training you know nothing about! Without the prerequisite of Awareness and Desire, efforts to build knowledge will not be successful and potentially create more resistance.
Ask each person to think about ____________ ****(The same change as used in the Awareness section)****
On one of the post-it notes have them each write a number between 1-5 on the post-it note to indicate how they feel they are with the Knowledge part of ADKAR with 1 being knowledge of how to make the change and 5 being you have all the training and knowledge to make the change.
Collect the Post-it notes and calculate the average for the group. Place the average number on the Chart Pack paper under Knowledge.
Ability is the building block in the process where the change occurs and is defined by demonstrated achievement of the change (expected performance results are performed).
Knowledge and Ability can seem similar, but there is a large gap between the two. While you may be given the tools and information (knowledge), it is the time, practice, and access to the right tools that will translate into performance (Ability).
Ask each person to think about ____________ ****(The same change as used in the Awareness section)****
On one of the post-it notes have them each write a number between 1-5 on the post-it note to indicate how they feel they are with the Ability part of ADKAR with 1 being not able to make the change and 5 you have all of the practice and other abilities to make the change.
Collect the Post-it notes and calculate the average for the group. Place the average number on the Chart Pack paper under Ability.
Reinforcement is the final building block. It is a natural tendency to resort to what we know – research has even shown that it is not just a natural tendency, it is a physiological tendency. While making the change is difficult, sustaining the change can be even more so. This is why reinforcement becomes such a critical component – it encourages and supports the change to ensure the new way stays in place.
It takes a real effort to make sure a change ‘sticks’ – especially as there is typically another change on the horizon once a change is finished. Reinforcement must be maintained so that changes are sustained and deliver results.
Ask each person to think about ____________ ****(The same change as used in the Awareness section)****
On one of the post-it notes have them each write a number between 1-5 on the post-it note to indicate how they feel they are with the Reinforcement part of ADKAR with 1 being No reinforcement being given to you and 5 fully you are receiving all of the reinforcement you need to make the change.
Collect the Post-it notes and calculate the average for the group. Place the average number on the Chart Pack paper under Reinforcement.
To move out of the current state, an individual needs Awareness of the need for change and Desire to participate and support the change.
Successfully moving through the transition state requires Knowledge on how to change and the Ability to implement the
required skills and behaviors. In the future state, that Ability is utilized and Reinforcement is required to sustain the change.
This Model helps to illustrate what happens when one of the pieces of ADKAR is missing. If all of the pieces are in place you will have a successful change.
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If Awareness is missing you will find yourself confused and you may wander around the goal with no way to tell if you are doing the right steps.
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If Desire is missing you may find yourself resisting the change as the “What’s in it for me?” question has not been answer to you satisfaction.
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When the Knowledge piece is missing you may experience a lot of fear and anxiety about the change.
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When Ability is missing you will feel frustrated because you are being asked to do something but not given the skill or tools to accomplish the goal.
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And finally when the reinforcement part is not done you may want to go back to the old way fo doing things because you have not seen that the change was beneficial to you.
If the gap is Awareness corrective action may include having Management communicate what the change is, why we are making the change, what the drivers of the change are, and what the risks are for not making the change. The most effective communication comes from your immediate supervisors as they can have the discussion of how this will impact you directly.
If the gap is Desire your team should look for pockets of resistance and identify the root cause and have a discussion about the resistance so you can try to answer the “what’s in it for me?” question for those who are resistant.
If the gap is Knowledge your team should have a discussion about where the knowledge gap is (is it a lack of skill in handling change in general or specific skills needed to make the change?) then seek the trainings you will need.
If the gap is Ability your team may want to look into ways provide more time to practice the new skills needed and also look for job aides that will support the skills you have already learned. You and your team may also need to set up coaching sessions and possibly troubleshoot where the problems you are having are.
Finally if the gap is in Reinforcement you and your team will want to make sure that messages from the senior leaders and supervisors are consistently saying that the change is here to stay and continue to set up individual coaching sessions that will identify each persons gaps to try to move forward.
As mentioned before, individuals will move through the change process at different rates. By using ADKAR the organization can be successful in the change process even if the change effects (Click) One person, (Click) five people, (Click) twenty people, (Click) or a thousand people.
If you choose to use the 3 minute video for the activity at the end of this slide is a good place. https://youtu.be/V74AxCqOTvg
We will now do a group activity to assess our ADKAR position at the moment for the conversion to the new technology.
If you choose to use the 3 minute video for the activity close out the slide show and click on the Derek Sivers WMV file.
https://youtu.be/V74AxCqOTvg
