Individual Change Management

Art courtesy of the Jackson branch change management group PROSCIS ADKAR Model

Agenda
Introduction to Change Management ADKAR process

ADKAR individual change assessment

Adapted from Prosci 2008

What is Change Management?

People side of change

Adapted from Prosci 2008

Change management is:

The process, tools and techniques to manage the people-side of change to achieve the required business outcome.

Change management is a system used to anticipate, activate and accelerate peoples engagement
Adapted from Prosci 2008

Primary reasons for applying change management

Manage employee resistance to change Increase probability of success Reduce transition time
Adapted from Prosci 2008

Organizational change can be represented as three states of change

Current state

Transition state

Future state

How things are done today?

How to move from current to future?

How things will be done tomorrow?

Adapted from Prosci 2008

The organizations future state is actually the collection of many individual future states
Organization
Current Transition Future

Current

Transition

Future

Future
Current Transition Future

Current

Transition

Future

Documented and managed processes One integrated database

Current Transition Future

Current

Transition

Future

Adapted from Prosci 2008

 Lower productivity
Passive resistance Active resistance

Consequences of not managing the people side of change

Turnover of valued employees

Adapted from Prosci 2008

Consequences of not managing the people side of change

Disinterest in the current or future state Arguing about the need for change More people take sick days or do not show up

Change not fully implemented

Adapted from Prosci 2008

 People finding work a rounds

Consequences of not managing the people side of change

People revert to the old way of doing things

The change being totally scrapped

Divides are created between

us and them

Adapted from Prosci 2008

Change
Any business change requires individuals to do their jobs differently to be successful

Organizations dont change - people within organizations change.

Adapted from Prosci 2008

How do you deal with change?

As a supervisor: Workers will look to you

Workers will do what you do

Workers will assess how you feel about change
Adapted from Prosci 2008

Change is not always easy!

Adapted from Prosci 2008

The ADKAR Model

ADKAR describes the
required phases that an individual will go through when faced with change.

Adapted from Prosci 2008

The ADKAR Model

ADKAR is a foundational tool for understanding how, why and when to use different change management tools.

Adapted from Prosci 2008

The five building blocks of successful change

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
Adapted from Prosci 2008

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

Adapted from Prosci 2008

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?

Adapted from Prosci 2008

Awareness Desire Knowledge Ability Reinforcement

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

Adapted from Prosci 2008

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?

Adapted from Prosci 2008

Awareness Desire Knowledge Ability Reinforcement

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?

Adapted from Prosci 2008

Awareness Desire Knowledge Ability Reinforcement

The ADKAR Model

ADKAR describes the key building blocks for successful change.
personal or professional
Awareness Desire Knowledge Ability Reinforcement

Success with change requires all elements of the ADKAR model to be present.

Adapted from Prosci 2008

Connecting ADKAR and the current, transition and future states.

Current

Transition

Future

Adapted from Prosci 2008

ADKAR assessments Work with employees to assess their level of Awareness, Desire, Knowledge, etc. ADKAR worksheets
Think of a personal change you are experiencing Complete the following assessment
Adapted from Prosci 2008

ADKAR profiles
Add up your score and focus on the elements scoring below a 3
The first element scoring below a 3 is where corrective actions should be focused this is the barrier point
6

0 Awareness Desire Knowledge Ability Reinforcement

Adapted from Prosci 2008

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 5 4 3 2 1 0 A D K A R 6 5 4 3 2 1 0 A D K A R

Adapted from Prosci 2008

Developing corrective actions with ADKAR

If the gap is:
Awareness

Corrective actions:
Communications by management 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 is what should occur Look for pockets of resistance and identify the root cause; discuss employees desire for resisting the change

Desire

Developing corrective actions with ADKAR

If the gap is: Knowledge Ability Corrective actions:
Training on how to change and the skills needed after the change On-the-job training and job aides to support the new behaviors; Coaching by supervisors; Troubleshooting Messages by senior leaders and supervisors that the change is here to last; Individual coaching sessions to identity gaps

Reinforcement

Applying ADKAR:
Not everyone moves through change at the same pace
Change with one Or five people person
A A D D K AA K A DR A DR K K A A R R

Or twenty people
A D K A R

A D K A R
Or 1000 people

A A D D K AA K A DR A DR K K A A R R

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A D K A R

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A D K A R

Mapping ADKAR to change management tools

Change management tools
Communications

ADKAR phases of change

Awareness

Sponsor roadmap
Training

Desire

Knowledge

Resistance mgmt

Ability

Coaching

Reinforcement

These channels enable you to assist employees as they transition through each phase the ADKAR model.

Adapted from Prosci 2008

Communication
Raises Awareness

Increases Knowledge
Messenger Primary Sponsor Supervisor

Sponsorship
Increases Awareness

Increases Desire

Supervisor is the most trusted!

Adapted from Prosci 2008

Training
Increases Knowledge

People learn at different speeds

People learn in different ways

Adapted from Prosci 2008

Resistance Management
Increases Desire Identify the resistance before change is to occur Resistance is natural for everyone
Adapted from Prosci 2008

Coaching
Increases Desire

Increases Ability Increases Reinforcement

Adapted from Prosci 2008

Please see your Business Transition Consultant! Visit OR-Kids Online for other change resources. DHS Staff Tools > Child Welfare > OR-Kids