ADKAR Model For Change

Managing the Human Dimension of Change

The People Approach

The people dimension is how employees and stakeholders experience the process of change. ADKAR looks at the five key phases every individual will experience during change.

ADKAR

ADKAR
ADKAR an acronym for: Awareness of the need to change Desire to participate & support the change Knowledge of how to change, and what the change looks like Ability to implement the change on a day to day basis Reinforcement to keep the change in place

AWARENESS
Any successful change begins with the Question WHY?

Awareness involves: informing/sharing that a change is happening answering the Why question

What Influences Awareness

What builds Awareness:

Resisting factors:

Comfort with status Communication with quo all stakeholders Credibility of Access to information messenger/instigator An event Debate or denial that change is needed An observable condition/need Rumour machines and misinformation

DESIRE
For successful change all individuals need to make a personal decision to support and participate in the change.

Whats in it for me?

Often regarded as the most difficult stage and involves a personal decision not under change agents control however there are ways to influence.

What Influences Desire

What builds Desire: Resisting Factors:

Incentive for individual personal gain Risk - fear of consequences if dont Wish to belong Willingness to follow a leader you trust Alternative is worse Face to face communication

In comfort zone Fear of unknown Change not in individuals self-interest or values No answer to Whats in it for me? Negative history of change personal or organisational Individual situation

KNOWLEDGE
Two types of Knowledge require attention: 1. How to change what to do during transition to make change successful 2. Skills and behaviours needed to support change once occurred. NB: Knowledge is only effective when individuals already have awareness & desire.

What Influences Knowledge:

What builds knowledge:

Resisting Factors:

Training & education Experience Access to information Mentoring Support to achieve

Gap between current & required knowledge Insufficient time Insufficient resources Capacity to learn

ABILITY
The stage where change actually occurs and can be demonstrated.

Knowledge & Ability are often confused; theory/practice gap dont assume if theory learned that assumes ability in practice

What Influences Ability:

What builds Ability:

Resisting Factors:

Ongoing practice Time Coaching/perceptorship Access to required resources Feedback

Lack of time to develop skills Lack of support Psychological blocks existing behaviour contrary to desired behaviour Limitations of individual ability Individuals capabilities

Reinforcement
Making a change is difficult but sustaining it is even harder! It is a natural tendency to resort to what we know. It takes concerted & ongoing effort to make change stick. Common assumption that when change occurred project over!

What Influences Reinforcement:

What builds Reinforcement:

Resisting Factors:

Celebrations Ongoing rewards/recognition Feedback Holding to account Ongoing measurement Ongoing accountability and resource to embed change

Reward not meaningful or associated with achievement Absence of reinforcement Negative peer pressure to revert to old ways Incentives that directly oppose change