Presentation on theme: "Prosci® ADKAR® Model Please read"— Presentation transcript:
1 Prosci® ADKAR® Model Please read Right to use this content is governed by the licensing terms and conditions for this online tool. Reproduction and distribution are not permitted under a single-user license without express permission from Prosci. For permission to reproduce or distribute content, contact Prosci at All trademarks and copyright notices must be retained.ADKAR is a registered trademark of Prosci, Inc. All rights reserved.
2 Agenda for presentation Individual change foundationExplanation of the ADKAR® elementsApplication of the ADKAR® Model
3 “Organizations don’t change – people within organizations change.” New strategyNew productNew ERPFocus on the customerUpdated IT systemsNew marketing approachMergers and acquisitionsOnline HR benefits systemTim: Organizations are making all sorts of changes to how they do business right now - from Six Sigma to TQM to productivity programs to new technologies and systems to new products and sales strategies. Can you speak to how ADKAR relates to the success of these types of initiatives? Can you give me a specific example of how an organization got the results it was looking for by using an individual perspective.Jeff: get into solution where new solutions, strategies, processes – reality is that deploying them doesn’t create benefit – benefit comes from people adopting and utilizing them – neglecting can result in solutions not being used (ERP with people still using old spreadsheets)Productivity improvement initiativeAny business change requires individuals to do their jobs differently to be successful
4 Individual perspective From page 1 of the ADKAR® book*:The secret to successful change lies beyond the visible and busy activities that surround change. Successful change, at its core, is rooted in something much simpler: How to facilitate change with one person.You cannot manage change at an organizational level until you know how to manage change with a single individual.* ADKAR® : A model for change in business, government and our community by Jeff Hiatt
5 The ADKAR® ModelADKAR® describes the required phases that an individual will go through when faced with changeADKAR® is a foundational tool for understanding “how, why and when” to use different change management tools
6 “Everyone thinks of changing the world, but no one thinks of changing himself.” Leo Tolstoy
7 The five building blocks of successful change Prosci® ADKAR® ModelAwarenessAwareness of the need for changeDesireDesire to participate and support the changeKnowledgeKnowledge on how to changeAbilityAbility to implement required skills and behaviorsReinforcement®Reinforcement to sustain the changeADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
8 The ADKAR® Model 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?For your employees, what is the level of Awareness of the need to change?Pull Q&A from book…ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
9 The ADKAR® Model Desire to support the change. Personal motivation to support the changeOrganizational drivers to support the changeFor your employees, what is the level of Desire to support and participate in the change?Pull Q&A from book…ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
10 For your employees, what is the level of Knowledge on how to change? The ADKAR® ModelKnowledge on how to change.Knowledge, skills and behaviors required during and after the changeUnderstanding how to changeFor your employees, what is the level of Knowledge on how to change?Pull Q&A from book…ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
11 The ADKAR® Model Ability to implement new skills. Demonstrated ability to implement the changeBarriers that may inhibit implementing the changeFor your employees, what is the level of Ability to implement the change?Pull Q&A from book…ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
12 The ADKAR® Model Reinforcement to sustain the change. Mechanisms to keep the change in placeRecognition, rewards, incentives, successesFor your employees, what is the level of Reinforcement to sustain the change?Pull Q&A from book…ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
13 Without ADKAR® In the absence of: You will see: Awareness and Desire More resistance from employees.Employees asking the same questions over and over.Lower productivity.Higher turnover.Hoarding of resources and information.Delays in implementation.Knowledge andAbilityLower utilization or incorrect usage of new processes, systems and tools.Employees worry if they are prepared to be successful in future state.Greater impact on customers and partners.Sustained reduction in productivity.ReinforcementEmployees revert back to old ways of doing work.Ultimate utilization is less than anticipated.The organization creates a history of poorly managed change.
14 ADKAR® ADKAR® describes the key building blocks for successful change personal or professionalSuccess with change requires all elements of the ADKAR® model to be presentAwarenessDesireKnowledgeAbilityReinforcementADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
15 Applying ADKAR® to different organizational changes Or twenty people…Or five people…Change with one personADKAROr 1000 people…
17 Using ADKAR® for change management planning Organizational change is successful when:Everyone who is impacted by the change has the five ADKAR® building blocksThe goal is to build A, D, K, A and R
18 Organizational change management Five levers for organizational change managementCommunicationSponsorshipCoachingTrainingResistance managementUsing the right tools, you can move the organization through ADKAR®You can’t train desireYou can’t communicate ability
19 Mapping ADKAR® to change management tools CommunicationsSponsor roadmapWhy are these channels critical for change management?What is the goal of each tool?CoachingResistance managementTraining
21 Diagnosing gaps with ADKAR® ADKAR® describes the building blocks and sequence for successful changeWhen changes are failing, ADKAR® can be used to identify which element is the root cause for the change not being successful
22 ADKAR® assessmentsWork with employees to assess their level of Awareness, Desire, Knowledge, etc.ADKAR® worksheetsPersonal changeBusiness changeStrategy change
26 Developing corrective actions with ADKAR® The ADKAR® Model helps to identify the barrier point – the root cause of why the change is not taking place
27 Developing corrective actions with ADKAR® If the gap is:Corrective actions:AwarenessCommunications by senior leaders 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 them directlyDesireImmediate supervisors use Prosci’s top-10 steps for managing resistance; Look for pockets of resistance and identify the root causeKnowledgeTraining on how to change and the skills needed after the change; Involvement of training and HR groups to develop requirementsAbilityOn-the-job training and job aides to support the new behaviors; Coaching by supervisors; User communities; TroubleshootingReinforcement™Messages by senior leaders that the change is here to last; Individual coaching sessions to identity gaps
28 Connecting ADKAR® and the current, transition and future states
29 Not everyone changes at the same pace DKRPerson AADKRPerson BADKRPerson CADKRPerson DADKRPerson EADKRPerson FADKRPerson GADKRPerson HADKRPerson I