The document discusses managing change effectively in organizations. It introduces the ADKAR change management model, which focuses on building Awareness, Desire, Knowledge, Ability and Reinforcement in individuals undergoing change. The model is used to analyze gaps that may cause resistance and develop corrective actions like training, coaching and communication. Managing change is most successful when it addresses the needs of individuals at different stages of transition and moving at varying paces through the ADKAR phases.
8. Inevitable
‘All that is
human must
retrograde if it
does not
advance’
Edward Gibbon
The Decline and Fall
of the Roman
Empire
9. Dangerous
‘There is nothing
more difficult to take
in hand, more
perilous to conduct,
or more uncertain in
its success, than to
take the lead in the
innovation of a new
order of things.’
Nicolo Machiavelli
(1469-1527)
10. Confusing
‘We trained very hard,
but it seemed that
every time we were
beginning to form into
teams we would be re-
organised. I was to
learn later in life that
we tend to meet any
new situation by re-
organising, and a
wonderful method it
can be for creating the
illusion of progress,
whilst producing
confusion, inefficiency
and demoralisation.’
Gaius Petronius AD 66
14. Activity 1
• Think about yourself dealing with change at work.
• Think about one change which was positive. What were
the factors that made it positive?
• Think about one change that was negative. What made it
negative?
• Discuss in groups.
• One member of group makes notes of positive and
negative factors on flip chart paper.
(20 minutes)
15.
16. Activity 2
• Look at John Fisher’s Personal Transition Curve on
Handout 1
• Do you recognize any of the phases in your own
reactions to change? What about others’ reactions?
• Discuss with a colleague.
(10 minutes)
22. How can we manage change
effectively?
‘Organizational change can only happen if employees shift
their behaviour and mindset... So it is important to bring or
attention to the level of the individual when attempting
culture change.’
(Sabjanyi, 2006)
23. How can we manage
change?
Experience
Reflect on
experience
Evaluate,
learn,
conclude
Integrate
Anticipate
Plan
24. ADKAR Change Model
A
• Awareness of the need for change
D
• Desire to support and participate in the change
K
• Knowledge of how to change
A
• Ability to implement the change
R
• Reinforcement to sustain the change
25. Activity 3
• Read the brief descriptions on Handout 2 of each key
factor in ADKAR
• Think about the change your team is working on
currently .
• Write a number 1 – 5 next to each key factor. 1 is low, 5
is high.
• Discuss in your group.
• (20 minutes)
26. Managing people using
ADKAR
• Helps us to change perceptual positions
• Helps us to break change down into constituent
parts
• Helps us to identify where the process is breaking
down
28. Activity 4
• Read Handout 3 and use the ADKAR model to analyse
any potential gaps in your employee’s key factors for
change.
• Share with a colleague.
• (20 minutes)
29. Developing corrective actions with
ADKAR
Adapted
from
Prosci
2008
If the gap is: Corrective actions:
Awareness
Desire
30. Developing corrective actions with
ADKAR
Adapted
from
Prosci
2008
If the gap is: Corrective actions:
Awareness Management communicates 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 you directly is
what should occur
Desire Look for pockets of resistance and identify the
root cause; discuss your desire for resisting
the change
31. Developing corrective actions with
ADKAR
Adapted
from
Prosci
2008
If the gap is: Corrective actions:
Knowledge
Ability
Reinforcement
32. Developing corrective actions with
ADKAR
Adapted
from
Prosci
2008
If the gap is: Corrective actions:
Knowledge Training on how to change and the skills
needed after the change
Ability On-the-job training and job aides to support
the new behaviors; Coaching by
supervisors; Troubleshooting
Reinforcement Messages by senior leaders and
supervisors that the change is here to stay;
Individual coaching sessions to identity
gaps
33. Applying ADKAR:
Not everyone moves through change at
the same pace
Adapted
from
Prosci
2008
Change with one
person…
Or five people… Or twenty people…
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Or 1000 people…
34. We talked about....
•What is change?
•How do people react to it?
•How can we manage change
effectively?
In the diagram, change happens on two dimensions: the business dimension (vertical axis) and the people dimension (horizontal axis). Successful change happens when both dimensions of change occur simultaneously.
Studies show that effective change management with employees is one of the top three overall success factors for a project
Another thing to remember about people and change is that we base our present on our past experiences.
AdKAR Model puts the focus on people . People need...
Helps us to see change perceptual positions- What does that mean?
Helps us to break change down into constituent parts
Helps us to identify where the process is breaking down
This Model helps to illustrate what happens when one of the pieces of ADKAR is missing. If all of the pieces are in place you will have a successful change.
(Click)
If Awareness is missing you will find yourself confused and you may wander around the goal with no way to tell if you are doing the right steps.
(Click)
If Desire is missing you may find yourself resisting the change as the “What’s in it for me?” question has not been answer to you satisfaction.
(Click)
When the Knowledge piece is missing you may experience a lot of fear and anxiety about the change.
(Click)
When Ability is missing you will feel frustrated because you are being asked to do something but not given the skill or tools to accomplish the goal.
(Click)
And finally when the reinforcement part is not done you may want to go back to the old way fo doing things because you have not seen that the change was beneficial to you.
If the gap is Awareness corrective action may include having Management communicate what the change is, why we are making the change, what the drivers of the change are, and what the risks are for not making the change. The most effective communication comes from your immediate supervisors as they can have the discussion of how this will impact you directly.
If the gap is Desire your team should look for pockets of resistance and identify the root cause and have a discussion about the resistance so you can try to answer the “what’s in it for me?” question for those who are resistant.
If the gap is Awareness corrective action may include having Management communicate what the change is, why we are making the change, what the drivers of the change are, and what the risks are for not making the change. The most effective communication comes from your immediate supervisors as they can have the discussion of how this will impact you directly.
If the gap is Desire your team should look for pockets of resistance and identify the root cause and have a discussion about the resistance so you can try to answer the “what’s in it for me?” question for those who are resistant.
If the gap is Knowledge your team should have a discussion about where the knowledge gap is (is it a lack of skill in handling change in general or specific skills needed to make the change?) then seek the trainings you will need.
If the gap is Ability your team may want to look into ways provide more time to practice the new skills needed and also look for job aides that will support the skills you have already learned. You and your team may also need to set up coaching sessions and possibly troubleshoot where the problems you are having are.
Finally if the gap is in Reinforcement you and your team will want to make sure that messages from the senior leaders and supervisors are consistently saying that the change is here to stay and continue to set up individual coaching sessions that will identify each persons gaps to try to move forward.
If the gap is Knowledge your team should have a discussion about where the knowledge gap is (is it a lack of skill in handling change in general or specific skills needed to make the change?) then seek the trainings you will need.
If the gap is Ability your team may want to look into ways provide more time to practice the new skills needed and also look for job aides that will support the skills you have already learned. You and your team may also need to set up coaching sessions and possibly troubleshoot where the problems you are having are.
Finally if the gap is in Reinforcement you and your team will want to make sure that messages from the senior leaders and supervisors are consistently saying that the change is here to stay and continue to set up individual coaching sessions that will identify each persons gaps to try to move forward.
As mentioned before, individuals will move through the change process at different rates. By using ADKAR the organization can be successful in the change process even if the change effects (Click) One person, (Click) five people, (Click) twenty people, (Click) or a thousand people.
If you choose to use the 3 minute video for the activity at the end of this slide is a good place.