View
233
Download
1
Category
Preview:
Citation preview
ADKAR Model
For Change
Management
Nooraldin Muala
OD – 2013
Dr. Maher Arafat
Agenda for presentation
• Individual change foundation
• Explanation of the ADKAR® elements
• Application of the ADKAR® Model
“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
Individual perspective
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
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
“Everyone thinks of changing the world, but no one thinks of changing himself.”
Leo Tolstoy
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
ADKAR Model
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®
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®
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®
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®
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®
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.
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
Awareness
Desire
Knowledge
Ability
Reinforcement
Applying ADKAR to different
organizational changes
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
AR
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
AR
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
AR
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
R
A
K
D
A
Change
with one
person
Or five
people…
Or twenty
people…
Or 1000
people…
ADKAR applications
• Change management planning
• Diagnosing gaps
• Developing corrective actions
R
A
K
D
A
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
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
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
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
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
ADKAR assessments
• Work with employees to assess their
level of Awareness, Desire,
Knowledge, etc.
• ADKAR® worksheets
– Personal change
– Business change
– Strategy change
ADKAR assessment
(simplified)
Element Rank (1 – 5)
Awareness ______
Desire ______
Knowledge ______
Ability ______
Reinforcement ______
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
0
1
2
3
4
5
6
A D K A R
0
1
2
3
4
5
6
A D K A R
0
1
2
3
4
5
6
A D K A R
0
1
2
3
4
5
6
A D K A R
Examples of ADKAR profiles
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
1
2
3
4
5
6
A D K A R
0
1
2
3
4
5
6
A D K A R
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
Connecting ADKAR and the current,
transition and future states
R A K D A
Current
state
Transition
state
Future
state
Not everyone changes at the same pace
A D K A R Person A
A D K A R Person B
A D K A R Person C
A D K A R Person D
A D K A R Person E
A D K A R Person F
A D K A R Person G
A D K A R Person H
A D K A R Person I
Speed of change process P
ha
ses o
f a
pro
ject
Awareness Desire AbilityKnowledge Reinforcement
Post-implementation
Implementation
Concept and Design
Business need
Success
Required elements of change for employees
Speed of change process Ineffective change management
Ineffective project management
Pha
ses o
f 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
Thank You
Reference : www.change-management.com
Recommended