Individual Change ManagementArt courtesy of the Jackson branch change management group PROSCI‟S ADKAR Model 1 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. Change management is a system used to anticipate. activate and accelerate people‟s engagement Adapted from Prosci 2008 . tools and techniques to manage the people-side of change to achieve the required business outcome. 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 organization‟s 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 . people within organizations change.Change Any business change requires individuals to do their jobs differently to be successful “Organizations don‟t 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. Adapted from Prosci 2008 . why and when” to use different change management tools. 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 . what is the level of Desire to support and participate in the change? Adapted from Prosci 2008 Awareness Desire Knowledge Ability Reinforcement . – Personal motivation to support the change – Organizational drivers to support the change For your employees.The ADKAR Model Desire to support the change. – Knowledge.The ADKAR Model Knowledge on how to change. 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 . – 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 Ability to implement new skills. successes For your employees. rewards.The ADKAR Model Reinforcement to sustain the change. – Mechanisms to keep the change in place – Recognition. incentives. 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. Adapted from Prosci 2008 . – personal or professional Awareness Desire Knowledge Ability Reinforcement Success with change requires all elements of the ADKAR model to be present. Current Transition Future A D K A R Adapted from Prosci 2008 . transition and future states.Connecting ADKAR and the current. ADKAR assessments Work with employees to assess their level of Awareness. etc. Desire. ADKAR worksheets – Think of a personal change you are experiencing – Complete the following assessment Adapted from Prosci 2008 . Knowledge. 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 5 4 3 2 1 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 . 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.Developing corrective actions with ADKAR If the gap is: Awareness Corrective actions: Communications by management about the business reasons for change (why. drivers of change). discuss employee‟s desire for resisting the change Desire . risk of not changing. Individual coaching sessions to identity gaps Reinforcement . Troubleshooting Messages by senior leaders and supervisors that the change is here to last. Coaching by supervisors.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. 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 A A A D A D D KA D A A K AA K D K A A D R A DD A A K A A D D K A R KK A R D A R D K K A D AAA D K K R A A R K DRR K A A RK R A A R R A R R R A D K A R A A A A D A A A A A A A A D A D D A A AA D KA A A A A A A D D D AA D D KA A A A A A A K AA AK A D DA A A D A D D A A A AD A D D A D D D D A DD A K K AK AA KD DA A A K AA K A A D K K A A A A D D D A D K D AD KA K A D D R KA DD DA ADA A D A K A A A AK AA K D A A AK AA K A A AK AA K A DD D D D A K A AKKD A AA DD AA D D D A A D D DA D AD AD A R A D K A D K A A A K AA DK A A AAAK AAK K R KK A R DKD R AA DDDA AK AK A D K K DD AA D A AD K A D AAD K A A A K AA K D D D AA DD A A K D D AA DD A A D D AA DD A A D A KK A A A A R D K KD KA A D KA RK RK RK D D AA DD A A DK DAAAA D AA A DADA A R AKDR DKKDADAA DA AR K KA A DR K D DA A KAK D K AA AA D R D A A A K K A D RDR D A D K A D A KAK A A K D R DAA KD K A A KK A K A KA A A A D D D A K A A A ADK D K K R AA A AA DAA DKAAKDKRR AAD A AA AD A AK A A A K K A DR KK A R A A K K A DR KK A A K K A DR KK A R AR DR A DD A D D DA DR K A DR K A DR K D R K KDRDR R RD DRR R DD A D K A A K D D A D R K R AA A D K AK DR K K A A A A D DA A K AD AA D A A A D AA D A A A D A A K K A A K AA A DAK AK A K A K DRD DK D RA D RA A KAK KDR AK ADRDR K A DD AA K K K A KK K K K A KR D R A A D K AAA D KK A D A D R K A D D AA R A ADR D D RA K K A A A K AAR DAA A A A K A A R DA DRA KA AKKAA A RK DR R K K A A R K K AA D K A R R D D D A R D DR DR KD A A R A A K DR K A D R A DR K A D D A D R A A D R AA DD D K AAARD AA DA R K K KA K AR K KDRR ADRAK A A DK K RRR KK A R A K RA K A R A D A AD K A A R K A A RK D AA AA D A A K A DR K ADKA AR ADR K A K RK R K R DR K A D A A K RD K AA D R A D A AA D K AR AR R A D R AA AKA A A R K A D K A K A A AK K A D D A A AK D A A R K D RD R DRR K DR AD RK K R R K R A R A R K AA A A AR A D RA RKA A D K R K K ADR K D K A RRD A D R AA AK R D A A D AAA K D A R K A KA K K A A A A AA K K D R K RKR RA ARR AA A AK AAA A R A K A D D K D R A A K A R KRD AA DRA AR K A A K AA A A A K KRRD A R R A R RDR DADR R R A AK A K D A K A A A AK AA DA D A A RK A D AA D A AARK ADA A A A K K A R K D AD K A A A AR K AA R R RK D K A DRR KKA A R K A A A D D DR AA A D D A RDA A D D D D R DA D R A D R K R A D RA AR K A D A RD RA A A AA K AK A K R K AD K D R K A D R D DA K A RR K K K D R D A R A D RD R R A A A AA AK A D K R D R A A A D K K ADR K A D D A R A R R A K KR R D K D A RD D A A A D A A K D AK K A R AR A DRD AA D R ADK D R A A R A A K RK AA AR D R AA RD A D KA RD R D A K A KD D K A A R AA D D A D D D K K A A AK A R K ADR R A A R A AK A K AK K R A D R KA DK A DR KK RD A K KR K A KK R RA K A DRA D A RA A DK A A A A A A A DR A KR K K DR K A R D RK K A D D K R R DR A AD A A AR AKDK A K D A R K K K A A K AK AA AA R AA A A A DR K A A A A K D AA D A A AAK ADRA KA A K AA DK AA DDR AAA KRDR R K A DDR K D A A A R DAA A RRK A R D K A A R A AA D AA A K D R A R A A D AA D A A K K A AKA R A D R A AA A D A DD D A AK D K DD R D DR D K K R K R D A AK A DD A D R K R R R A A K K AR A D A D K K D A A D DD K D K A K DR DDA D K D K A DAKR DR A D D K RAA DAADK D D A AA A AK KA A D R AA DA AAAR KK DR AA DR R AA DR A A A A DD A K AD D R AA DA A A A A A D K R R A A D D DR A A K A R RK R A D D DA K D D A D R A A D K AAR D A DRA A KDR RD R K RD K K AR DA DRAD K KA A R K A ADR K K K AA R K A D DR K A KR K D A KR D D R KR A KR R D R A D K K D R KK D K D R RAR KA A RD D K A A K A AA K A AA R R K K K KA K K RA D K DKA K K A K AA DAA AR D K RR D DRD AA K A A K K D AK KA R D KK A A K A A A A KA D K K RA D A K D R K A A DR K A R D K AA K K K K DR K A AA K R K AAA R K AR R K A DRR K R K R D A AK A A AR KKRA A D A KR K R KK A R D AA D DKA AR A DR RA D K K AA D A AA K D DR K K AA D A A A K A AR A A A A K AD D K A R A A D R K A KR DR K K R R D R A A K AAA D K D R R A A D D A D AAA D R K A D AAA D K D K R AAA A K K AA A K AAA D A K RA RA D K D KR R A K A D K A AA A A A A R K R DRR A R A A R A A R D R A A K R R A DA A A A D R R R K R RR A K D RA R D R AA RDA K R A DA AA RD KK DRR K KAD R R R KD DRR K A A DR K A DR A K K A R R R A D A K DR K A D R K A A RK RK D A K R R R K DR R R R R DR R A D R AR DR R K A D K A A R D K K A A A K R K A A DR R A R R K R K K A RK A R R K K R R K A R K R R K A R KR RR K AA K R AR ARK DRR K K A A R R K R K R R A DR R A K R A RKK AA A K R A K A RK R R R R K AR R R R A RR R A R R R A A A A K K A RK A R K R R K A A A R R K A A A A A A A R RA A K R A A A R K A R RA A R R R A R A A AR A R R R R R A RR R A R R R A A A A R R R RR A R R R A A AR R R R R R R R RR R R R R R R R RR R R R R R R R R R R 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 . DHS Staff Tools > Child Welfare > OR-Kids .Please see your Business Transition Consultant! Visit OR-Kids Online for other change resources.