The document presents an 8-step model for managing organizational change, emphasizing the importance of creating compelling reasons and effectively communicating them to engage stakeholders. It outlines various stages such as awareness, interest, desire, comprehension, conviction, and action, highlighting the need for continuous communication and understanding to ensure successful change adoption. Real-life examples illustrate the necessity of sharing critical information to facilitate paradigm shifts in behavior and promote engagement in the change process.

1. D R . E . J . S A R M A
A P R I L - 9 - 2 0 1 4
New model
for managing change

2. 8-step-AAiDCCAR- organization change
model
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Attention
Awareness
Interest
desire
Comprehension
conviction
Action
Result

3. Attention
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 In any change effort there has to be a compelling
reason
 It is not enough if this remains in the mind of the CEO
 Let us create some rules:
 Rule no 1:
 If you want other's to pay more attention to you, you
have to have a strong reason and be interesting, Arouse
curiosity
 Rule no 2:
 That reason has to be powerfully
communicated to catch the attention of every one who
can influence change process and acceleration
 Rule no 3:
• Communicate directly
• Use the story telling
• Abundant seminars
• Use Multiple channels
• Repeat and repeat the message

4. Awareness
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 What is awareness?
 Awareness is the state or ability to perceive, to feel,
or to be conscious of events, objects, or sensory
patterns. In this level of consciousness, sense data
can be confirmed by an observer without necessarily
implying understanding. More broadly, it is the state
or quality of being aware of something.

5. Awareness
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 Fundamentally, engaging people on complex
concepts and information is difficult!
 Picking a single „hook‟ or outstanding benefit
can be challenging.
 Large groups of people are unlikely to be
interested – so by keeping the target pool
smaller easier to get attention and awareness
 How do we know it caught the attention of
everyone?
 Impact review – quick surveys will tell reach
and registration of the message
 Once the attention is caught – continuous
communication effort-more effort is required
to create an impact that will enable the need to
be aware of change imperatives,
 This can trigger the next move

6. Paradigm shift-Here is what makes people
suddenly change their behavior
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 I was travelling in local train in Mumbai with my 3
young kids at night
 This last train had few travelers returning home and
immediately they tried to sleep once they entered
 The kids were jumping all over making noise
 Few passengers told me to silence the kids as they
were disturbing the sleep. Some even shouted at me,
saying how incompetent father I am and was unable
to discipline the kids

7. Paradigm shift
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 That is when I told them that I can‟t scold the kids
because I was in grief as we had just returned from
the hospital where my wife died and the kids were
not able to comprehend the tragedy
 This had dramatic effect on the very same people and
they started asking me if I needed help.Anger
vanished and compassion came in
 This paradigm shift happened because of the vital
information that I shared.
 Lesson-Let us not assume that people have the
necessary data and information. let us provide it

8. Interest
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• Interest is a feeling or emotion that causes
attention to focus on an object, event, or process
–includes curiosity and to a much lesser degree
surprise.
• The power of the story and the reasons for
change should be compelling to create enough
interest
• “Not- changing” attitude imperatives must be
high lighted
• Out come of change must be conveyed
powerfully
• Echo what people said in the one on meetings -
• One Can kindle enough interest that will propel
the persons impacted by change to act if people
connect with the reasons
• This is the first step in motivation

9. Desire
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 Desire is a sense of longing for a person or
object or hoping for an outcome.
 Desire is urge to do one step –when you
are at the fork which road to choose will
depend on where it is leading
 if the interest is like “fatal attraction “ then
you want to get into the act strongly
 Once interest is created there will be
intense desire to take steps to act
 This is critical step to ensure that people
align and signup for the process
 Unless there is a strong urge that is created
in majority
 The late adopters will be more thereby
escalating project time line
 Have target as to how many you wish to
reach and have in this bucket.
 ,Measure often this category

10. comprehension
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
 It is hardly a secret that people find most
documents very difficult to comprehend and
that there are several reasons for these
difficulties. The narration is loaded with
technical terms that need to be deciphered and
memorized. There are complex
 Comprehension happens in the minds of people
who have the desire to change,
 If you wanted to buy lexus and visited the
dealer you may go home and research
everything about lexus for next few days and try
to convince yourself why Lexus ES 350 is the
right car for you.
 People just do not buy “change “
instantly
 they think about the possible benefits and
effort vs rewards

11. conviction
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 “if you hold a moral conviction, you believe
that this conviction as to what is right vs.
wrong is not mere personal preference.
You believe that EVERYBODY must
conform to the criterion you believe in.--
Skitka et al. (2005, p. 896) cite a quote
from psychologists Haidt, Rosenberg, and
Hom:
 Conviction is strong belief that this is good
for me
 Once people think through, the
determination
 to change happens .
 Unless there is conviction that change will
impact positively there will not be any
action
 It may be good to have over 70% in this
category to begin with when the project is
few months of initiation

12. Action
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 Depending on the conviction people
take steps to act
 To participate in change
 Have the list of things expected of
people
 Is it new skilling, behavior modification,
cultural change enterprise wide etc
 And bucket people in each category and
have action steps for each category
 This will ensure acceleration

13. Result
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 The out come then is
in seeing the change
process being
accelerated and
absorbed by
everyone

14. More work to be done ?
at 3 levels of engagement
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 Level 1-High-involvement - includes those commit
unquestionably. engaged fully, lead the efforts
 Level2-moderate involvement - still having some doubts.
But will commit once there is some visibility of positive outcome
of changes that were projected in step 1 through 5
 Level3- low involvement- still unsure hesitating and waiting

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