This document discusses the ADKAR change management model, which focuses on driving change at the individual level. It outlines the five elements of ADKAR - Awareness, Desire, Knowledge, Ability, and Reinforcement. For each element, the document describes what is needed to successfully drive an individual through that stage of change. It also provides examples of how to apply the ADKAR model to personal situations like changing a child's behavior or coaching a sport. The overall summary is that the ADKAR model provides a structured approach to managing change at the individual level by focusing on achieving each sequential element.
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
Change is an integral part of life. Progress is impossible without change and those who can't change their minds cannot change anything. Change is to survive. Change is to keep yourself updated. So, CHANGE or PERISH.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
Change is an integral part of life. Progress is impossible without change and those who can't change their minds cannot change anything. Change is to survive. Change is to keep yourself updated. So, CHANGE or PERISH.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
Change is a process, not simply an event.
Jim’s session will provide insight into understanding the role of the Human Condition in the change process and how to manage it. Jim will explore:
How to make any change stick
The importance of understanding what happens to the individuals involved in any change initiative
The need to make both a logical and the emotional case for change
Your company’s culture is an important factor in attracting and retaining top talent. In this webinar, OnPoint Consulting President, Rick Lepsinger covers the importance of company culture, what factors contribute to a strong culture and how to lead cultural transformation.
In order to realize the importance of the psychology of management it is necessary to consider the following five points:
1. Management is a life study of every man who works with other men. He must either manage, or be managed, or both; in any case, he can never work to best advantage until he understands both the psychological and managerial laws by which he governs or is governed.
2. A knowledge of the underlying laws of management is the most important asset that one can carry with him into his life work, even though he will never manage any but himself. It is useful, practical, commercially valuable.
3. This knowledge is to be had now. The men who have it are ready and glad to impart it to all who are interested and who will pass it on.The text books are at hand now. The opportunities for practical experience in Scientific Management will meet all demands as fast as they are made.
4. The psychology of, that is, the mind's place in management is only one part, element or variable of management; one of numerous, almost numberless, variables.
5. It is a division well fitted to occupy the attention of the beginner, as well as the more experienced, because it is a most excellent place to start the study of management. A careful study of the relations of psychology to management should develop in the student a method of attack in learning his selected life work that should help him to grasp quickly the orderly array of facts that the other variables, as treated by the great managers, bring to him.
Navigate the complexities of change and adapt seamlessly to turn all the changes into opportunities for growth and development. Gain the tools and insights necessary to guide both individuals and organization through successful transitions.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
2. OVERVIEW
In a world that is increasingly fast paced and
ever changing, “the change management
process is an integral part of any
organisation and manager. “
Whether planning a large fundamental change or
a smaller incremental one, change must be
planned and executed correctly and the following
change management process will give direction in
terms of content needed for successful
transformation.
3. WHAT IS CHANGE?
“It’s about 90% people and 10% tools!”
People are dynamic. They are the hardest
things to change – after all, we all have our
own systems, beliefs and values. We all
change at different speeds and we will only
change if we believe in the vision.
Changing people means that we have to use our
Leadership skills to enable the vision to be
successful and that change to be embedded: this
means nurturing people through the change
curve effectively.
4. ADKAR CHANGE MANAGEMENT:
CREATING CHANGE IN INDIVIDUALS
ADKAR change management is one of many change management
models which can assist in the development of a cultural
transition program. “It focuses on change at an individual
level, and the specific needs of that individual, in order for
that person to change their behaviours to the desired ways
of working “– the new culture: the new way we do
business!
ADKAR was developed by Jeff Hiatt of Prosci research in
1998 and was initially used as a tool for determining if change
management activities were having the desired results during
organisational change.
The theory is simple: Each step in the ADKAR model focuses on
people and how to create the right conditions for those
effected by change to eventually adopt new behaviours and
ways of working
5. THE FIVE ELEMENTS OF ADKAR
Each element of the ADKAR change management model must be
thoroughly completed and should also be followed in a sequential
basis in order for successful change to take place. The five Steps
of the ADKAR change management Model are as follows:
Awareness – Create an understanding for the need to change –
I.E. Why is the change necessary? Why is it happening now?
What is wrong with what we are doing today? What will happen if
we don’t change? What’s in it for the individuals?
Desire – Create the desire to support and take part in the change
– Which is dependent on the nature of change, the credibility of
the person leading the message of change, intrinsic factors,
history of the organisation. Effective leading and influencing can
go a long way to help people choose to follow the desire to change.
Knowledge – Give knowledge so people can understand how to
change and what to do – I.E. providing training and education,
detailed understanding of new tasks, processes and systems, and
understanding new roles and responsibilities.
6. ADKAR CONTINUE…
Ability – Provide the skills to implement change
on a day to day basis – I.E. Providing day to
day involvement, access to subject matter
experts, provide effect performance monitoring,
hands on exercise during training.
Reinforcement – Create the ability and
environment to sustaining the change and keep it
going, keeping the momentum going. – I.E.
Celebrations and recognition, rewards,
feedback to and from employees, audits and
performance measurement systems,
accountability systems.
7. FACTORS EFFECTING SUCCESSFUL
CHANGE
Awareness – A person’s view of the current state, How a person
perceives problems, Credibility and trust of the leader,
misinformation and rumours that circulate, disagreement of the
need to change.
Desire – The nature of change (incremental or large
transformation), “What’s in it for me?” An individual’s personal
life, intrinsic motivation – what motivates them?
Knowledge – The current knowledge base of an individual, the
capacity and capability of the individual to gain additional
knowledge, resources available for education, the access to
expertise and this knowledge for learning.
Ability – Psychological blocks and fear, physical ability to work
the new way, intellectual capability, the time available to develop
the new skills, the availability of resources to develop those skills.
Reinforcement – How meaningful to the individual is this
change? Is the progress demonstrated and reinforced? Is there a
no blame culture? Are there accountability systems in place?
8. ADKAR CHANGE MANAGEMENT FOR
THE MANAGER
The ADKAR model can also be used to:
diagnose employee resistance to change
used as a learning tool in teaching change management
a framework for change management teams to evaluate their
change management plans
a coaching tool for managers and supervisors
help employees transition through the change process
create a successful action plan for personal and professional
advancement during change
develop a transition plan within change management, for your
employees
To track progress and understand
9.
THE ADKAR MODEL EXAMPLES
A work scenario
If you are an employee in an organization undergoing change,
your reaction to the change and how you are viewed by the
organization will be directly affected by each of the five elements
in the ADKAR model.
Take for example the implementation of a new software tool. If
the change is implemented and you believe it was not needed (i.e.,
you were not aware that any changes were required), then your
reaction might be:
“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!”
10. Our natural reaction to change, even in the best circumstances, is
to resist. Awareness of the business need to change is a critical
ingredient of any change and must come first.
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 very
different:
“How soon will this happen?”
“How will this impact me?”
“Will I receive new training?”
Take this same example one step further. Assume you were made
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.”
11. ADKAR EXAMPLES CONTINUE…
Now the tables are turned, and you may become the target of an
emotional response from individuals within the organization. You
may be labeled as difficult, inflexible or unsupportive. Some may
say you lack initiative or vision. You may be called a cynic or
pessimist.
Awareness and desire are two critical components of the change
model. In the personal examples that follow, you will see how the
other elements of the model play a role in a successful change.
12. EXAMPLES FROM PERSONAL
EXPERIENCE
Changing a child's behavior
Changing unwanted behavior in children follows the ADKAR
model well. Consider the five goals of ADKAR as it relates to
this example. Children first need to know what they are doing is
wrong. This awareness often comes when an upset parent tells
the child he is doing something wrong. Simply knowing it is
wrong, however, will not stop most children. Their natural
inclination is to test the boundaries and push the limits.
Consequences, either positive or negative, are usually required.
These consequences impact the child's desire to change.
However, the process cannot stop here. Given proper motivation
to change, children need a role model to understand what the
proper behavior looks like. They need examples so they can obtain
the knowledge of what the correct behavior is. Next, they need
practice in order to obtain the fourth result of ADKAR, ability.
13. EXAMPLES CONTINUE…
Few children can change immediately; it is an ongoing process
requiring them to develop new skills and habits. They need time
to develop the ability to act in a new way. Finally, children need
reinforcement to keep the good behavior going. This may be in the
form of positive encouragement or other types of rewards.
This example highlighted all five elements of the ADKAR model.
Note that each element represents a particular result that you are
trying to achieve. Also consider that these results are cumulative
and must be taken in order.
14. COACHING A SPORT
In this case study example, a parent was attempting to improve
the batting style and skill of his son playing baseball. Dad was
concerned that his son's batting was not up to the level of the
other boys on the team. He searched the Internet for batting
videos and purchased a tape for his son. For weeks he tried to get
his son to watch the video on batting mechanics. With some
parental persuasion, Dad was able to get his son to watch part of
the tape. After that, the video was left untouched.
The father's attempt to educate his son failed and resulted only in
a frustrated parent. He finally sat down with his son and asked
him why he would not watch the tape and use it to improve his
batting. His son replied that he just enjoyed playing baseball with
his friends, and it did not matter to him if his batting was as good
as some of the other boys.
In this example the father skipped elements of the ADKAR model
(from awareness to knowledge). His son had no desire to change
and was content just to be out there playing the game. Dad’s
efforts to build knowledge failed because his son lacked the desire
to change.
15. POWER OF ADKAR FOR MANAGING
CHANGE
The power of the ADKAR model is that it creates focus on the first
element that is the root cause of failure. When you approach
change using this model, you can immediately identify where the
process is breaking down and which elements are being
overlooked. This avoids generic conversations about the change
that rarely produce actionable steps. This results-oriented
approach helps focus energy on the area that will produce the
highest probability for success.
ADKAR can help you plan effectively for a new change or
diagnose why a current change is failing. In some cases,
corrective action can be taken and the change successfully
implemented. Here are the five elements of ADKAR again.
Awareness of the need for change.
Desire to make the change happen.
Knowledge about how to change.
Ability to implement new skills and behaviors.
Reinforcement to retain the change once it has been made.
16. EXPERIENTIAL LEARNING
The best way to understand the usefulness of this type of model
for business change management is to apply the model to a
personal situation. Using a situation you are personally close to
will help separate the key elements of the ADKAR model.
Begin by identifying a change you are having difficulty making in
another person (a friend, family member or work associate).
Complete the worksheets to the best of your ability, rating each
area on a scale of 0% to 100%.
Be sure you select a change you have been trying to make happen
in a friend, colleague or family member that is not working
regardless of your continued efforts. Answer and assign a score
for the following questions
The change. Briefly describe the personal change you are trying
to implement with a friend, family member or work associate:
17. 1. Awareness. List the reasons you believe the change is
necessary. Review these reasons and rate the degree to which the
person you are trying to change is aware of the reasons or need to
change (1 - 5 where 1 is no awareness and 5 is total awareness).
2. Desire. List the factors or consequences (good and bad) for this
person that create a desire to change. Consider these motivating
factors, including the person’s conviction in these factors and the
associated consequences. Rate his/her desire to change on a 1 - 5
scale.
3. Knowledge. List the skills and knowledge needed to support
the change, including if the person has a clear picture of what the
change looks like. Rate this person’s knowledge or level of
training in these areas on a 1 to 5 scale.
4. Ability. Considering the skills and knowledge identified in the
previous question, evaluate the person’s ability to perform these
skills or act on this knowledge. Rate this person’s ability to
implement the new skills, knowledge and behaviors to support
the change on a 1 - 5 scale.
5. Reinforcement. List the reinforcements that will help to
retain the change. Are incentives in place to reinforce the change
and make it stick? Rate the reinforcements as helping support the
change on a 1 to 5 scale.
18. Now transfer your scores from each worksheet to the table shown
in Figure 1. Take a moment to review your scores. Highlight those
areas that scored a 3 or below, and identify (using the order listed
on the score sheet) which was the first area to score less than 3.
19. DEBRIEFING
Now consider the first area in which your score was 3 or below.
You must address this area before anything else is done. For
example, if you identified awareness as the area with a low score,
then working on desire, knowledge or skill development will not
help you make the change happen.
On the other hand, if you identified desire, then continually
repeating your reasons for change is not adequate to move this
person forward. Once they know these reasons, you must address
their inherent desire to change. Desire may stem from negative or
positive consequences. The negative consequences have to be
great enough to overcome their personal threshold to resist
change (same for the positive consequences).
20. DEBRIEFING CONTINUE…
If knowledge was the area you identified, then you want to be
careful not to dwell on the reasons for change and the motivating
factors. This could be discouraging for someone already at this
phase. What is needed is education and training for the skills and
behaviors that are needed for change.
If ability was the area selected with the low score, then several
steps are required to move forward.
The person will need time to develop new skills and behaviors.
Just like learning a new sport or any new skill, time is required to
develop new abilities.
The person will need ongoing coaching and support. No one-time
training event or educational program will substitute for ongoing
coaching and mentoring.
Outside intervention or support may be required.
21. DEBRIEFING CONTINUE…
Finally, if reinforcement was the area identified, then you will
need to investigate if the necessary elements are present to keep
the person from reverting to old behaviors. Address the incentives
or consequences for not continuing to act in the new way.
Now that you have completed the ADKAR model for a personal
change, you can follow the same process for the change happening
at work. This process should give you insight as to where you are
in the change process, and what steps you can take to not only
survive change, but advance professionally in a changing business
environment.
22. INDIVIDUAL LEVEL CHANGE :HOME
ACTIVITY
You can think of organizational and personal change in the
context of the ADKAR model. If you are deploying a major change
in your organization, then a critical step in change management
is organizational awareness of the reasons for change. Desire to
change at the employee level must be addressed as resistance will
be a natural reaction to change. As the change moves into
implementation, your will need to develop knowledge about the
change and the ability to implement new skills and behaviors.
Once the change is in place, you will need to reinforce the change
to avoid moving backwards to old behaviors. Each element of the
ADKAR model represents a business goal for managing change.
This results-oriented model helps guide change management
activities for both organization and individual change
management.