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ADKARADKAR

andand

ChangeChange

Using PROSCIS ADKAR Model

Adapted from Prosci 2008

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AgendaAgenda

Introduction to Change Management

ADKAR process

ADKAR individual change

assessment

Adapted from Prosci 2008

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Managing ChangeManaging Change

Presenter: Rabia Munir

Adapted from Prosci 2008

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Change is not ala!s eas!"Change is not ala!s eas!"

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#hat is Change Management$#hat is Change Management$

People side of

change

Adapted from Prosci 2008

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Change management is:Change management is:

The process, tools and techniques to manage the

people-side of change to achieve the required business

outcome.

Adapted from Prosci 2008

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Primary reasons for change ManagementPrimary reasons for change Management

Manage resistanceto change

Increase probability osuccess

Reducetransition ti!e

Adapted from Prosci 2008

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Organizational change can beOrganizational change can be

represented as three states of changerepresented as three states of change

Current

state

"ransition

state

#uture

state

$o% things aredone today&

$o% to !o'ero! current touture&

$o% things %illbe doneto!orro%&

Adapted from Prosci 2008

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The organizations future state isThe organizations future state isactually the collection of manyactually the collection of many

individual future statesindividual future states

#uture

Organization

Adapted from Prosci 2008

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Adapted from Prosci 2008

Conse%uences of not managing theConse%uences of not managing the

people side of changepeople side of change

&oer productivit!

Passive resistance Active resistance

'urnover of valued emplo!ees

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Adapted from Prosci 2008

Conse%uences of not managing theConse%uences of not managing the

people side of changepeople side of change

Disinterest in the current or future state

Arguing a(out the need for changeMore sic) da!s

Change not full! implemented

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Adapted from Prosci 2008

Conse%uences of not managing theConse%uences of not managing the

people side of changepeople side of change

People finding or) arounds

People revert to the old a! of doing things 'he change (eing totall! scrapped

Divides are created (eteen *us+ and *them+

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Adapted from Prosci 2008

ChangeChange

(Organi)ations dont change * people %ithinorgani)ations change+,

Any businesschange re-uiresindi'iduals to do

their .obsdi/erently to besuccessul

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Adapted from Prosci 2008

'he ADKAR Model'he ADKAR ModelADKAR descri(es the

re%uired phases thatan individual ill go

through hen faced

ith change,

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Adapted from Prosci 2008

'he ADKAR Model'he ADKAR Model ADKAR is a foundational

tool for understanding-ho. h! and hen/ to

use different change

management tools,

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Adapted from Prosci 2008

'he five (uilding (loc)s of'he five (uilding (loc)s of

successful changesuccessful change

Aareness of the need for change

Desire to participate and support thechange

Knoledge on ho to change

A(ilit! to implement re%uired s)ills and(ehaviors

Reinforcement to sustain the change

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'he'heAADKAR ModelDKAR Model

Adapted from Prosci 2008

Awareness of the need for change, #hat is the nature of the

change$ #h! is the change

happening$ #hat is the ris) of not

changing$

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'he'heAADKAR ModelDKAR Model

Adapted from Prosci 2008

Awareness 'hin) a(out the change !our team is

or)ing on currentl! ,

#rite a num(er 1 on the Post3It

note to indicate !our Aareness of

this change,

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'he A'he ADDKAR ModelKAR Model

Adapted from Prosci 2008

Desire to support the change, Personal motivation to

support the change

4rgani5ational drivers tosupport change

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'he A'he ADDKAR ModelKAR Model

Adapted from Prosci 2008

Desire 'hin) a(out the change !our

team is or)ing on currentl! ,

#rite a num(er 1 on the

Post3It note to indicate !our

Desire for this change,

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'he AD'he ADKKAR ModelAR Model

Adapted from Prosci 2008

Knowledge on ho to change, Knoledge. s)ills and

(ehaviors re%uiredduring and after the

change 6nderstanding ho to

change

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'he AD'he ADKKAR ModelAR Model

Adapted from Prosci 2008

Knowledge 'hin) a(out the change !our

team is or)ing on currentl! ,

#rite a num(er 1 on the

Post3It note to indicate !our

Knoledge needed to implement

this change,

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'he ADK'he ADKAAR ModelR Model

Adapted from Prosci 2008

to implement ne s)ills, Demonstrated a(ilit! to

implement the change 7arriers that ma! inhi(it

implementing the change

Ability

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'he ADK'he ADKAAR ModelR Model

Adapted from Prosci 2008

'hin) a(out the change !our

team is or)ing on currentl! ,

#rite a num(er 1 on the

Post3It note to indicate !our

A(ilit! to implement this change,

Ability

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'he ADKA'he ADKARRModelModel

Adapted from Prosci 2008

to sustain the change, Mechanisms to )eep the

change in place Recognition. reards.

incentives. successes

Reinforcement

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'he ADKA'he ADKARRModelModel

Adapted from Prosci 2008

'hin) a(out the change !our

team is or)ing on currentl! ,

#rite a num(er 1 on the

Post3It note to indicate !our

feeling of Reinforcement for this

change,

Reinforcement

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Adapted from Prosci 2008

Connecting ADKAR and the current.Connecting ADKAR and the current.

transition and future states,transition and future states,

Current "ransition #uture

A D K A R

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Adapted from Prosci 2008

ADKAR Gap Model

Change

Confusion

Resistance

Fear/Anxiety

Frustration

Backsliding

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Developing corrective actionsDeveloping corrective actions

ith ADKARith ADKAR

Adapted from Prosci 2008

If the gap is: Correctie actions:

AarenessManagement communicates a(out the(usiness reasons for change h!. ris) of notchanging. drivers of change9: ;ace3to3facecommunications ith immediate supervisorsa(out ho the change impacts !ou directl! ishat should occur

Desire &oo) for poc)ets of resistance and identif! theroot cause: discuss !our desire for resistingthe change

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Developing corrective actionsDeveloping corrective actions

ith ADKARith ADKAR

Adapted from Prosci 2008

If the gap is: Correctie actions:

Knoledge 'raining on ho to change and the s)illsneeded after the change

A(ilit! 4n3the3

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Adapted from Prosci 2008

@roup Activit!

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Adapted from Prosci 2008