ADKAR

and
Change

Using PROSCIS ADKAR Model

Adapted from Prosci 2008

 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.
Adapted from Prosci 2008
 Primary reasons for change Management

Manage 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 Transition Future

state state state

How things are done How to move from How things will be
today? current to future? done tomorrow?

Adapted from Prosci 2008

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

Organization
Current Transition Future

Current Transition Future

Future
Current Transition Future

Current Transition Future

Current Transition Future

Adapted from Prosci 2008

 Consequences of not managing the
people side of change

Lower productivity
Passive resistance
Active resistance
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 sick days
Change not fully implemented

Adapted from Prosci 2008

 Consequences of not managing the
people side of change

People finding work arounds

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
Organizations dont change - people within
organizations change.

Any business change

requires individuals to
do their jobs
differently to be
successful

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?

Adapted from Prosci 2008

 The ADKAR Model
Awareness Think about the change your team is
working on currently .

Write a number 1 5 on the Post-It

note to indicate your Awareness of
this change.

Adapted from Prosci 2008

 The ADKAR Model
Desire to support the change.
Personal motivation to
support the change
Organizational drivers to
support change

Adapted from Prosci 2008

 The ADKAR Model
Desire Think about the change your
team is working on currently .

Write a number 1 5 on the

Post-It note to indicate your
Desire for this change.

Adapted from Prosci 2008

 The ADKAR Model
Knowledge on how to change.
Knowledge, skills and
behaviors required
during and after the
change
Understanding how to
change

Adapted from Prosci 2008

 The ADKAR Model
Knowledge Think about the change your
team is working on currently .

Write a number 1 5 on the

Post-It note to indicate your
Knowledge needed to implement
this change.

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

Adapted from Prosci 2008

 The ADKAR Model
Ability Think about the change your
team is working on currently .

Write a number 1 5 on the

Post-It note to indicate your
Ability to implement this change.

Adapted from Prosci 2008

 The ADKAR Model
Reinforcement to sustain the change.
Mechanisms to keep the
change in place
Recognition, rewards,
incentives, successes

Adapted from Prosci 2008

 The ADKAR Model
Reinforcement Think about the change your
team is working on currently .

Write a number 1 5 on the

Post-It note to indicate your
feeling of Reinforcement for this
change.

Adapted from Prosci 2008

 Connecting ADKAR and the current,
transition and future states.

Current Transition Future

A D K A R

Adapted from Prosci 2008

 ADKAR Gap Model

Change

Confusion

Resistance

Fear/
Anxiety

Frustration

Backsliding

Adapted from Prosci 2008

 Developing corrective actions
with ADKAR
If the gap is: Corrective actions:

Awareness Management communicates 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 you directly is
what should occur

Desire Look for pockets of resistance and identify the

root cause; discuss your desire for resisting
the change

Adapted from Prosci 2008

 Developing corrective actions
with ADKAR
If the gap is: Corrective actions:
Knowledge Training on how to change and the skills
needed after the change

Ability On-the-job training and job aides to support

the new behaviors; Coaching by
supervisors; Troubleshooting

Reinforcement Messages by senior leaders and

supervisors that the change is here to stay;
Individual coaching sessions to identity
gaps

Adapted from Prosci 2008

 Applying ADKAR:
Not everyone moves through change
at the same pace
Change with one
person A
Or twenty people
A
Or five people D
A D
A
D
A
D
A
A KA
D A D
K D A A K AA K
A AA K A
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D R A DD A A
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D DR A A D AK K R K
DR K DR A A D AAA D K
K DR K RA A A
K K K R K DRR K A
A A K A RK R R
A A A
A R
R A R
A R
R
R
R R
A
R
R

R A
D
A A
A A A
A
A A
A A A D D A D A
A A A A A A A A A K A D A D D
D D D A A A A D AA KA
D D
A
D D
A
D D
A D A D D A A A DKAAA AK A KAAD D
DAA A
K A K
D
A K A K A K
D D D DAA DD ADA ADA A K AAA KDD AA AA A
A A AK AA K D A A AK AA K A D KA A AD KA
D AD KA K R A DD D
A D D A A K AA
K K D D A DD A A A A
D A D AD D A
K AA D
A A K A K A A AA K A KAKA KK DR A KA DKR DK A D AA ADDA AKKK A DA R K DD DDD AA DD A
DD D AA D A A K AD AA D A A D AA D A A DK A A A D A D A A
AA AA AA A K D R
A KK AD D A KK A D K K
K RK D A K DR D K A DDR K D
A A D K D AKA DD D R AA DD AKA A DKD DDD A AD D AK A K AAKA AD KR AK D
AR KKKD DAAD AA D
RAAAD
AAA R K KAA A
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A R
K AD AAA D K AD AAD R
K AAA D KDA AA D K A R K K A D KA K
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D KKR A D D A D
RA D RA A KAAAKDD R
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D R A ADD A K AAA D R A AD A R A D R K AAD AR A AAA DA A K DAAA R DKA AAD KR A K D RA KADRRAKK A DRRA R
KA
KKK A D RKKA D
DR KDAR A A R A ADK D D K A D A D D K A D A DKR
D A
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A R AAAAK AKKAA K R
A KA AKARKDKR
A R
KR K DR AAAK D KA
K K KK RD
A A RRDRK AK DR AA D
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R R R K K DRRRK R KA RR K AR RRK DRR K A R
R K RA K
RR R A R R K R R K D
RRKRA R KK A AR K D RA K K AR K A R K K RA R K R K A RK R
R K A AA R R A R
R K A RK R K A RK R K A R KA A R R AA K AA
R R RK R A RA R A A A A
A A
A R A A A
A
R RA R R A RA A A RAR A AR RA R
A RA A R A RA A A A R
RR A RAR A R R R RR R R R R
R R
A R
R R R R R R
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R R R R
Adapted from Prosci 2008
 Group Activity

Adapted from Prosci 2008