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© Prosci 2012 www.change-management.com 1
Prosci® ADKAR® Model
Please readRight 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 +1 970-203-9332. All trademarks and copyright notices must be retained.
Please readRight 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 +1 970-203-9332. All trademarks and copyright notices must be retained.
ADKAR is a registered trademark of Prosci, Inc. All rights reserved.
© Prosci 2012 www.change-management.com 2
Agenda for presentation
• Individual change foundation
• Explanation of the ADKAR® elements
• Application of the ADKAR® Model
© Prosci 2012 www.change-management.com 3
“Organizations don’t change – people within organizations change.”
New ERP
Focus on the customer Updated IT systems
New marketing approach
New product
Online HR benefits system
New strategy
Productivity improvement initiative
Mergers and acquisitions
Any business change requires individuals to do their jobs differently to be
successful
© Prosci 2012 www.change-management.com 4
Individual perspective
You cannot manage change at an organizational level until you know how to manage change with a single individual.
You cannot manage change at an organizational level until you know how to manage change with a single individual.
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.
* ADKAR® : A model for change in business, government and our community by Jeff Hiatt
© Prosci 2012 www.change-management.com 5
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 6
“Everyone thinks of changing the world, but no one thinks of changing
himself.”
Leo Tolstoy
© Prosci 2012 www.change-management.com 7
The five building blocks of successful change
Awareness Awareness of the need for change
Desire Desire to participate and support the change
Knowledge Knowledge on how to change
Ability Ability to implement required skills and behaviors
Reinforcement® Reinforcement to sustain the change
Prosci® ADKAR® Model
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
• 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?
AwarenessDesire
KnowledgeAbility
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
• 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?
AwarenessDesire
KnowledgeAbility
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
• 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?
AwarenessDesire
KnowledgeAbility
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
• 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?
AwarenessDesire
KnowledgeAbility
Reinforcement®
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
© Prosci 2012 www.change-management.com 12
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?
AwarenessDesire
KnowledgeAbility
Reinforcement®
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
© Prosci 2012 www.change-management.com 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 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 14
ADKAR®
• ADKAR® describes the key building blocks for successful change – personal or professional
• Success with change requires all elements of the ADKAR® model to be present
AwarenessDesire
KnowledgeAbility
Reinforcement®
ADKAR and “Awareness Desire Knowledge Ability Reinforcement” are registered trademarks of Prosci, Inc. All rights reserved.
© Prosci 2012 www.change-management.com 15
Applying ADKAR® to different organizational changes
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Change with one person
Or five people…
Or twenty people…
Or 1000 people…
© Prosci 2012 www.change-management.com 16
ADKAR® applications
• Change management planning
• Diagnosing gaps
• Developing corrective actions
R
A
K
D
A
© Prosci 2012 www.change-management.com 17
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 18
Organizational change management
• Five levers for organizational change management– 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
© Prosci 2012 www.change-management.com 19
Change management tools
Mapping ADKAR® to change management tools
• Why are these channels critical for change management?
• What is the goal of each tool?
Communications
Sponsor roadmap
Training
Coaching
Resistance management
© Prosci 2012 www.change-management.com 20
Mapping ADKAR® to change management tools
Communications
Sponsor roadmap
Training
Coaching
Resistance management
Change management
tools
Individual phases of change (ADKAR® )
Awareness
Desire
Reinforcement™
Knowledge
Ability
© Prosci 2012 www.change-management.com 21
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 22
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 23
ADKAR® assessment(simplified)
Element Rank (1 – 5)
Awareness ______
Desire ______
Knowledge ______
Ability ______
Reinforcement ______
© Prosci 2012 www.change-management.com 24
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
0
1
2
3
4
5
6
Awareness Desire Knowledge Ability Reinforcement
© Prosci 2012 www.change-management.com 25
0
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Examples of ADKAR® profiles
© Prosci 2012 www.change-management.com 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
0
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2
3
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5
6
A D K A R
0
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5
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A D K A R
© Prosci 2012 www.change-management.com 27
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 28
Connecting ADKAR® and the current, transition and future states
RAKDA
Currentstate
Transitionstate
Futurestate
© Prosci 2012 www.change-management.com 29
Not everyone changes at the same pace
A D K A RPerson A
A D K A RPerson B
A D K A RPerson C
A D K A RPerson D
A D K A RPerson E
A D K A RPerson F
A D K A RPerson G
A D K A RPerson H
A D K A RPerson I
© Prosci 2012 www.change-management.com 30
Speed of change processP
hase
s of
a p
roje
ct
Awareness Desire AbilityKnowledge Reinforcement
Post-implementation
Implementation
Concept and Design
Business need
Success
Required elements of change for employees
© Prosci 2012 www.change-management.com 31
Speed of change processIneffective change management
Ineffective project management
Pha
ses
of a
pro
ject
Awareness Desire AbilityKnowledge Reinforcement
Post-implementation
Implementation
Concept and Design
Business need
SuccessFailure A
Failure B
Required elements of change for employees
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