Organization Development ADKAR Model Explained"TITLE"OD Change Management Using ADKAR Framework" TITLE"Applying ADKAR Model to Org Changes People

Organization Development "Our success has really been based on partnerships from the very beginning." - Bill Gates ,[object Object],[object Object]

What is an Organization ? 1. Organizations are social entities (including HR) 2. Goal-oriented 3. Designed as deliberately structured with coordinated activity systems 4. Linked to the external environment (Daft, 2004).

Structure Technology People Structure, Technology, and People as Targets of Organizational Change Organizational Change

External Environment Macroenvironment Competitive Environment Organization Laws and politics Economy Technology Demographics Social values Suppliers New Entrants Substitutes Rivals Buyers

What is Development ? ,[object Object],[object Object]

What is Org Development ? (There is no single definition of OD) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],So OD could be defined as "the practice of changing people and organizations for positive way or alternatively“ It is the field of study and practice that focuses on aspects of organizational life including culture, values, systems and behavior” The ADKAR ® model In the following scenarios, we look at the ADKAR model with one work example and two personal examples. After reviewing these examples, you can complete an exercise for a change that is personal to you. This exercise is important for building understanding about the model and how it can be applied in different situations. 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!” 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.” 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. 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. 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. Coaching a sport ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],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. 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. Tools and products related to ADKAR Tools are available to help deploy the ADKAR change management model in a work environment. Prosci's newest book, ADKAR: a model for change in business, government and our community , is the most complete discussion of what makes up each of the elements and how you can help individuals through the process. For employees, you can provide them with the Employee’s Survival Guide to Change . This paperback book uses the ADKAR model to help employees through the change process. For managers, you can use the Change Management Guide for Manager’s and Supervisors . This toolkit is a complete guide for using this approach with a group or department. For change management leaders and consultants, the Change Management Toolkit and the online Change Management Pilot provide step-by-step instructions, assessments, tools and templates for managing change at the organizational level. Send this page to a friend The 2005 change management benchmarking study reveals what is working and what is not in the field of change management. 411 participants from 59 countries share lessons learned and best practices. Specific guidelines and recommendations for effective change management can be found in the new best practices report. Details can be found on the following topics: Research finding 1: Most popular change management models Research finding 2: Top reasons for change resistance Research finding 3: Communications - what worked and what didn't Research finding 4: Qualities of the best change management teams Research finding 5: Role of change management consultants Order the report online or call 970-203-9332 for more information. The ADKAR ® model In the following scenarios, we look at the ADKAR model with one work example and two personal examples. After reviewing these examples, you can complete an exercise for a change that is personal to you. This exercise is important for building understanding about the model and how it can be applied in different situations. 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!” 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.” 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. 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. 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. Coaching a sport ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],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. 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. Tools and products related to ADKAR Tools are available to help deploy the ADKAR change management model in a work environment. Prosci's newest book, ADKAR: a model for change in business, government and our community , is the most complete discussion of what makes up each of the elements and how you can help individuals through the process. For employees, you can provide them with the Employee’s Survival Guide to Change . This paperback book uses the ADKAR model to help employees through the change process. For managers, you can use the Change Management Guide for Manager’s and Supervisors . This toolkit is a complete guide for using this approach with a group or department. For change management leaders and consultants, the Change Management Toolkit and the online Change Management Pilot provide step-by-step instructions, assessments, tools and templates for managing change at the organizational level. Send this page to a friend The 2005 change management benchmarking study reveals what is working and what is not in the field of change management. 411 participants from 59 countries share lessons learned and best practices. Specific guidelines and recommendations for effective change management can be found in the new best practices report. Details can be found on the following topics: Research finding 1: Most popular change management models Research finding 2: Top reasons for change resistance Research finding 3: Communications - what worked and what didn't Research finding 4: Qualities of the best change management teams Research finding 5: Role of change management consultants Order the report online or call 970-203-9332 for more information. The ADKAR ® model In the following scenarios, we look at the ADKAR model with one work example and two personal examples. After reviewing these examples, you can complete an exercise for a change that is personal to you. This exercise is important for building understanding about the model and how it can be applied in different situations. 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!” 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.” 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. 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. 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. Coaching a sport ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],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. 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. Tools and products related to ADKAR Tools are available to help deploy the ADKAR change management model in a work environment. Prosci's newest book, ADKAR: a model for change in business, government and our community , is the most complete discussion of what makes up each of the elements and how you can help individuals through the process. For employees, you can provide them with the Employee’s Survival Guide to Change . This paperback book uses the ADKAR model to help employees through the change process. For managers, you can use the Change Management Guide for Manager’s and Supervisors . This toolkit is a complete guide for using this approach with a group or department. For change management leaders and consultants, the Change Management Toolkit and the online Change Management Pilot provide step-by-step instructions, assessments, tools and templates for managing change at the organizational level. Send this page to a friend The 2005 change management benchmarking study reveals what is working and what is not in the field of change management. 411 participants from 59 countries share lessons learned and best practices. Specific guidelines and recommendations for effective change management can be found in the new best practices report. Details can be found on the following topics: Research finding 1: Most popular change management models Research finding 2: Top reasons for change resistance Research finding 3: Communications - what worked and what didn't Research finding 4: Qualities of the best change management teams Research finding 5: Role of change management consultants Order the report online or call 970-203-9332 for more information. 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. 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. 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.

A Simple Definition - OD ,[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],What is OD’s Function?

[object Object],[object Object],[object Object],[object Object],Purpose of OD

Forces For Change Workforce Competition World Politics Technology Social Trends Economic Shocks Why Must Organizations Change?

Why Organizational Development ,[object Object],[object Object],[object Object],[object Object]

Phases of Organization Development Entry Contracting Diagnosing Feedback Planning Change Interventions Evaluation ,[object Object],[object Object]

Entry Organizational Development Process begins when management senses a problem requiring organizational change Establish Client- Experts Relations Disengage Teams Services Action Research Process Diagnose Need for Change Introduce Change Evaluate/ Stabilize Change

Desired Conditions Current Conditions Before Change After Change Force Field Analysis Model During Change Driving Forces Restraining Forces Driving Forces Restraining Forces Driving Forces Restraining Forces

Contracting Organizational Development Practitioner or a person having OD training & experience to lead the effort

Diagnosis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Feedback Organizational Development Consultant Provides feedback & diagnosis and discusses with organization interpretation of data for possible refinement

Planning Change Management decides what is needed to solve problem/s. Develop plans to implement interventions

Major OD Interventions Career planning & Development, Culture change Goal setting, Intergroup relations , Reengineering, Process consultation , Work design, Reward systems , Strategic change, Stress management , Survey design Team building , Training, Leadership development….

Evaluation Results are evaluated by the Management to assess the success of OD efforts. Results provide feedback for deciding what to do next.

"Change is the window through which the future enters your (Organization’s) life."

People & Organizations Resist Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Team-building ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Talent Management ,[object Object],[object Object],[object Object],[object Object],[object Object]

Training ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Food for thought for HR…… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Talent and Training “ Learning is not compulsory – neither is survival!” W Edward Deming

Address the Complete Value Chain Students School Education Primary School Secondary School College Education Students Employment Opportunities Employers Parents, Friends, Society Education would be much more effective if its purpose was to ensure that by the time they leave school every boy and girl should know how much they do not know , and be imbued with a lifelong desire to know it. Sir William Haley

Organization Development ADKAR Model Explained"TITLE"OD Change Management Using ADKAR Framework" TITLE"Applying ADKAR Model to Org Changes People

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Organization Development ADKAR Model Explained"TITLE"OD Change Management Using ADKAR Framework" TITLE"Applying ADKAR Model to Org Changes People