The ADKAR model by Prosci

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The ADKAR model by Prosci
Jon Strickler, USA
The ADKAR model by Prosci (1998) helps to deal with the people dimension of change. It can be used to:
1. Diagnose employee resistance to change.
2. Help employees transition through the change process (coaching).
3. Create an action plan for personal and professional advancement during change.
4. Develop a change management plan for your employees.
The ADKAR acronym holds that efective management of the people dimension of change requires managing five key elements:
1. Awareness of the need to change
2. Desire to participate and support the change
3. Knowledge of how to change (and what the change looks like)
4. Ability to implement the change on a day-to-day basis
5. Reinforcement to keep the change in place
For example, to prepare any change effort, you can score the status of each of the 5 elements from 1-10 and then focus first on the ones that score the lowest.

Change Management Iceberg and Prosci Model
Tom Marsicano, South Africa
The iceberg discussion is useful in that it makes us aware of the fact that projects are much more than the 'technical' elements. As Jon Strickler points out, using the ADKAR model helps us understand the 5 stages/building blocks that an individual (indeed even a group) goes through on the journey of change. However Wilfried is also modeling the state of mind of people at a point in time during the change. Also important to consider is the relationship of the stakeholder to the change. Is the stakeholder a sponsor of the change, impacted by it, its protagonist (perhaps project manager), or benefactor. Prosci's organisational change model considers this aspect (in addition to the ADKAR model) and provides guidance on how to deal with the special stakeholders.

Focus on What Works
Alege . J. Afam, Nigeria
I quite agree with you Jon, but on your last note where you said one should focus on the lowest score.. I disagree with you. As far as change is concerned, why would you concentrate on what is NOT working when you can concentrate on what IS working.
When identified, you can do more with what works rather than wasting energy on what's not working. Look for what works and do more that!

Focus on what Works - Change Management Iceberg
Paul Rigby, Entrepreneur, United Kingdom
Totally agree with Alege from Nigeria, it is important to look at the "bright spots", ascertain why they worked and apply them to future change initiatives.
One should try as much as possible keep the process of change simple. We often complicate far too many things in business. If we can communicate what we are doing and why we want to do it in a simple way where we can reach as many people as possible then we will be more successful at change.
Communication is key in any change initiative for me and we do not pay enough attention to communcating for buy-in with employees and leaders alike. We think a quick meeting or an email will suffice. In my humble experience this will NOT do as we will not have answered the healthy skeptics out there nor the majority of the people of are still confused about the change or concerned.

Communicate the Threats of not Changing
Olusegun Odeniyi, Manager, Nigeria
@Paul Rigby: I agree with Paul Rigby on the importance of communication in driving change initiatives. This communication should also include the threats of not changing.


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