Prosci ADKAR Model
®
®
Please read
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ADKAR is a registered trademark of Prosci, Inc. All rights reserved.
© Prosci 2012
www.change-management.com
1
Agenda for presentation
• Individual change foundation
®
• Explanation of the ADKAR elements
• Application of the ADKAR® Model
© Prosci 2012
www.change-management.com
2
“Organizations don’t change –
people within organizations change.”
New strategy
New ERP
Focus on the
customer
Updated IT systems
New marketing approach
Online HR benefits
system
New product
Mergers and
acquisitions
Productivity
improvement initiative
Any business change
requires individuals to do
their jobs differently to be
successful
© Prosci 2012
www.change-management.com
3
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
© Prosci 2012
www.change-management.com
4
®
The ADKAR Model
• ADKAR describes the required phases that
an individual will go through when faced with
change
®
• ADKAR is a foundational tool for
understanding “how, why and when” to use
different change management tools
®
© Prosci 2012
www.change-management.com
5
“Everyone thinks of changing the
world, but no one thinks of changing
himself.”
Leo Tolstoy
© Prosci 2012
www.change-management.com
6
The five building blocks of
successful change
Prosci ADKAR Model
®
Awareness
Desire
Knowledge
Ability
Reinforcement®
®
Awareness of the need for change
Desire to participate and support the change
Knowledge on how to change
Ability to implement required skills and
behaviors
Reinforcement to sustain the change
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
© Prosci 2012
www.change-management.com
7
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?
Awareness
Desire
Knowledge
Ability
Reinforcement
®
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
© Prosci 2012
www.change-management.com
8
The ADKAR Model
®
• Desire to support the change.
– Personal motivation to support the change
– Organizational drivers to support the change
For your employees, what is the level of Desire
to support and participate in the change?
Awareness
Desire
Knowledge
Ability
Reinforcement
®
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
© Prosci 2012
www.change-management.com
9
The ADKAR Model
®
• Knowledge on how to change.
– Knowledge, skills and behaviors required during
and after the change
– Understanding how to change
For your employees, what is the level of
Knowledge on how to change?
Awareness
Desire
Knowledge
Ability
Reinforcement
®
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
© Prosci 2012
www.change-management.com
10
The ADKAR Model
®
• Ability to implement new skills.
– Demonstrated ability to implement the change
– Barriers that may inhibit implementing the change
For your employees, what is the level of Ability
to implement the change?
Awareness
Desire
Knowledge
Ability
Reinforcement
®
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
© Prosci 2012
www.change-management.com
11
The ADKAR Model
®
• Reinforcement to sustain the change.
– Mechanisms to keep the change in place
– Recognition, rewards, incentives, successes
For your employees, what is the level of
Reinforcement to sustain the change?
Awareness
Desire
Knowledge
Ability
Reinforcement
®
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
© Prosci 2012
www.change-management.com
12
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 and
Ability
•
•
•
•
Lower 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.
Reinforcement
• Employees revert back to old ways of doing work.
• Ultimate utilization is less than anticipated.
• The organization creates a history of poorly managed change.
© Prosci 2012
www.change-management.com
13
ADKAR
®
• ADKAR describes the key
building blocks for
successful change
®
Awareness
Desire
Knowledge
Ability
Reinforcement®
– personal or professional
• Success with change
requires all elements of
the ADKAR model to be
present
®
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
© Prosci 2012
www.change-management.com
14
Applying ADKAR to different
organizational changes
®
Change with
one person
A
D
K
A
R
Or 1000
people…
© Prosci 2012
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people…
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www.change-management.com
A
D
K
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15
ADKAR applications
®
• Change management planning
• Diagnosing gaps
• Developing corrective actions
© Prosci 2012
www.change-management.com
A
D
K
A
R
16
Using ADKAR for change
management planning
®
• Organizational change is successful
when:
– Everyone who is impacted by the change
has the five ADKAR building blocks
®
• The goal is to build A, D, K, A and R
© Prosci 2012
www.change-management.com
17
Organizational change management
• Five levers for
organizational
change
management
–
–
–
–
–
© Prosci 2012
Communication
Sponsorship
Coaching
Training
Resistance
management
• Using the right
tools, you can move
the organization
through ADKAR
®
– You can’t train desire
– You can’t
communicate ability
www.change-management.com
18
Mapping ADKAR to change
management tools
®
Change
management tools
Communications
Sponsor roadmap
Coaching
Resistance management
• Why are these channels critical
for change management?
• What is the goal of each tool?
Training
© Prosci 2012
www.change-management.com
19
Mapping ADKAR to change
management tools
®
Change
management
tools
Individual phases
of change
(ADKAR )
®
Communications
Awareness
Sponsor roadmap
Desire
Coaching
Knowledge
Resistance management
Ability
Training
Reinforcement™
© Prosci 2012
www.change-management.com
20
Diagnosing gaps with ADKAR
®
• ADKAR describes the building blocks and
sequence for successful change
®
• When changes are failing, ADKAR can be
used to identify which element is the root
cause for the change not being successful
®
© Prosci 2012
www.change-management.com
21
ADKAR assessments
®
• Work with employees to assess their
level of Awareness, Desire, Knowledge,
etc.
• ADKAR worksheets
®
– Personal change
– Business change
– Strategy change
© Prosci 2012
www.change-management.com
22
ADKAR assessment
(simplified)
®
Element
© Prosci 2012
Rank (1 – 5)
Awareness
______
Desire
______
Knowledge
______
Ability
______
Reinforcement
______
www.change-management.com
23
ADKAR profiles
®
• The results of the
ADKAR assessment
can be shown in a
bar graph
• The first element
scoring below a ‘3’ is
where corrective
actions should be
focused – this is the
barrier point
6
®
© Prosci 2012
5
4
3
2
1
0
Awareness
www.change-management.com
Desire
Knowledge
Ability
Reinforcement
24
Examples of ADKAR profiles
®
6
6
5
5
4
4
3
3
2
2
1
1
0
0
A
K
A
R
6
6
5
5
4
4
3
3
2
2
1
1
0
0
A
© Prosci 2012
D
D
K
A
R
www.change-management.com
A
D
K
A
R
A
D
K
A
R
25
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
®
6
6
5
5
4
4
3
3
2
2
1
1
0
0
A
© Prosci 2012
D
K
A
R
A
www.change-management.com
D
K
A
R
26
Developing corrective actions with
ADKAR
®
If the gap is:
Corrective actions:
Awareness
Communications 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 directly
Desire
Immediate supervisors use Prosci’s top-10 steps for managing
resistance; Look for pockets of resistance and identify the root cause
Knowledge
Training on how to change and the skills needed after the change;
Involvement of training and HR groups to develop requirements
Ability
On-the-job training and job aides to support the new behaviors;
Coaching by supervisors; User communities; Troubleshooting
Reinforcement™
Messages by senior leaders that the change is here to last; Individual
coaching sessions to identity gaps
© Prosci 2012
www.change-management.com
27
Connecting ADKAR and the current,
transition and future states
®
A
© Prosci 2012
Future
state
Transition
state
Current
state
D
K
A
www.change-management.com
R
28
Not everyone changes at the same pace
Person A
A
D
A
Person B
Person C
K
A
A
D
K
D
A
A
D
K
A
A
D
Person H
A D
K
Person I
© Prosci 2012
R
A
D
K
A
Person F
Person G
A
K
Person D
Person E
R
A
R
R
D
K
A
R
K
A
A
R
R
R
A
www.change-management.com
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K
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R
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Phases of a project
Speed of change process
Post-implementation
Success
Implementation
Concept and Design
Business need
Awareness
Desire
Knowledge
Ability
Reinforcement
Required elements of change for employees
© Prosci 2012
www.change-management.com
30
Speed of change process
Phases of a project
Ineffective change management
Post-implementation
Failure A
Success
Implementation
Ineffective project management
Concept and Design
Failure B
Business need
Awareness
Desire
Knowledge
Ability
Reinforcement
Required elements of change for employees
© Prosci 2012
www.change-management.com
31