Dr.

Sriparna Basu

ADKAR: Jeff Hiatt (2006)

The ADKAR model focuses on the five outcomes

individuals must experience before organizations can change This refers to managing the human dimension of change The people dimension is how employees and stakeholders experience the process of change ADKAR looks at the five key phases every individual will experience during change

ADKAR an acronym for:

Awareness of the need to change
Desire to participate & support the change Knowledge of how to change, and what the change looks

like Ability to implement the change on a day to day basis Reinforcement to keep the change in place

AWARENESS
Any successful change begins with the Question

WHY? Awareness involves: informing/sharing that a change is happening & answering the Why question

What Influences Awareness

What builds Awareness:
Communication with all

Resisting factors:
Comfort with status quo Credibility of

stakeholders Access to information An observable condition/need

messenger/instigator Debate or denial that change is needed Rumour machines and misinformation

DESIRE
For successful change all individuals need to make a

personal decision to support and participate in the change Whats in it for me? Often regarded as the most difficult stage and involves a personal decision not under change agents control... however there are ways to influence

What Influences Desire

What builds Desire:
Incentive for individual/

Resisting Factors:
In comfort zone Fear of unknown Change not in individuals

personal gain Risk - fear of consequences if there is no change Wish to belong Willingness to follow a leader you trust Alternative is worse Face to face communication

self -interest or values No answer to Whats in it for me? Negative history of change personal or organisational

KNOWLEDGE
Two types of Knowledge require attention:
How to change what to do during transition to make

change successful Skills and behaviours needed to support change once occurred. However, knowledge is only effective when individuals already have awareness & desire

What Influences Knowledge:

What builds knowledge:
Training & education Experience Access to information Mentoring Support to achieve

Resisting Factors:
Gap between current &

required knowledge Insufficient time Insufficient resources Capacity to learn

ABILITY
The stage where change actually occurs and can be

demonstrated Knowledge & Ability are often confused; this refers to the theory/practice gap The assumption will not work that if theory will necessarily grant ability in practice

What Influences Ability:

What builds Ability:
Ongoing practice Time Coaching/perceptorship Access to required resources Feedback

Resisting Factors:
Lack of time to develop skills Lack of support Psychological blocks

existing behaviour contrary to desired behaviour Limitations of individual ability

Reinforcement
Making a change is difficult but sustaining it is even

harder It is a natural tendency to resort to what we know. It takes concerted & ongoing effort to make change stick Common assumption that when change occurred project is over

What Influences Reinforcement:

What builds Reinforcement:
Celebrations Ongoing rewards/recognition Feedback Holding to account Ongoing measurement Ongoing accountability &

Resisting Factors:
Reward not meaningful or

resource to embed change

associated with achievement Absence of reinforcement Negative peer pressure to revert to old ways Incentives that directly oppose change