Why Change
Matters
Change and
the Individual
Change and
the Organization
Types
of Organization Change
Models
of Change Process
Key Roles
in Organizational Change
Organizational
Culture & Change
A Change
Management
Perspective
Change &
Organization
Change & Individual
Why Change Matters
Recap to the
last Lecture
Models of
Change
“Organizations change –
when people within organizations change.”
New strategy
New ERP
Focus on the
customer
New product
Updated IT systems
New marketing approach
Online HR benefits
system
Mergers and
acquisitions
Productivity
improvement initiative
Any business change
requires individuals to do
their jobs differently to be
successful
“Everyone
thinks of
changing the
world, but no
one thinks of
changing
himself.”
Leo Tolstoy
Prosci
ADKAR
Model
®
®
Awareness
Desire
Knowledge
Ability
Reinforcement
®
°
The Model is a valuable framework for organizational leaders, change managers and
project managers to effectively lead a wide variety of changes.
°
The lens of ADKAR model reveals both key concepts that influence successful
change and actionable insights for implementing these concepts.
°
It was developed by Jeff Hiatt in 2003 and introduced at Prosci which is a
management consultancy of change management.
°
ADKAR model is based on extensive research of studying change process of nearly
900 organizations. This model offers five actions which focus on individual change
and ultimately successful organizational change. Hiatt refers to these five actions as
building blocks of organizational change.
The five building blocks of successful change
Prosci ADKAR Model
Awareness
Desire
Knowledge
Ability
Reinforcement
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
What Does the Model Do?
Diagnosis of employee
resistance to change
Transition to change
process
Developing successful
action & change
management plan
AWARENESS
°
The first action is that every individual or employee is fully aware about the
change.
°
They must have a clear understanding that why change is necessary; what
change is going to achieve and how change will be implemented.
°
This basic level of awareness is the first building block of change
management.
°
The change leaders or management must ensure through effective
communication that every employee knows the desired change.
DESIRE
°
The next action is that employees must have the desire to support change
and be part of change process.
°
When employees fully understand the change his/her organization seeks to
achieve, it is likely that he/she develops a desire to join change process.
°
Change leaders and management helps creating desire for change among
employees by giving them incentives.
KNOWLEDGE
°
The third building block or action is to provide knowledge to employees
about the intended change.
°
This action is about transferring more specialized knowledge through
training, mentoring or coaching of employees about the scope of change.
°
In this step, focus will be on telling how change will be implemented and
what will be the role and responsibilities of employees to make this
happen.
ABILITY
°
The fourth action is to make employees able to deliver the assigned role in
change process.
°
This step is about transferring skills sets that are prerequisite of the desired
change.
°
In addition to imparting specialized knowledge, capacity of employees can
be improved by planned mentoring and regular practice.
REINFORCEMENT
°
The final action of reinforcement is about sustaining the change.
°
It is reinforced that the only way forward is the change and employees
should stick to new methods, practices and systems.
°
A strong performance assessment system based on positive feedback,
appreciations, rewards and prompt corrective actions helps to achieve this
building block of change management.
Without ADKAR
In the absence
of:
You will see:
Awareness and
Desire
•
•
•
•
•
•
Knowledge and
Ability
• Lower utilization or incorrect usage of new processes, systems
and tools.
• Employees worry if they are prepared to be successful in future state.
• Greater impact on customers and partners.
• Sustained reduction in productivity.
Reinforcement
• Employees will revert back to old ways of doing work.
• Ultimate utilization is less than anticipated.
• The organization creates a history of poorly managed change.
More resistance from employees.
Employees asking the same questions over and over.
Lower productivity.
Higher turnover.
Hoarding of resources and information.
Delays in implementation.
Applying ADKAR to different organizational changes
Or five
people…
Change with
one person
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Connecting individual and organizational change management
Organizational change
management tools
Individual phases of
change (ADKAR)
Communications
Awareness
Sponsor roadmap
Desire
Training
Knowledge
Resistance mgmt
Ability
Coaching
Reinforcement
© Prosci
ADKAR Profiles
°
°
The results of the ADKAR
assessment can be shown in a bar
graph
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
Example ADKAR profiles
6
6
5
5
4
4
3
3
2
2
1
1
0
0
A
D
K
A
R
6
6
5
5
4
4
3
3
2
2
1
1
0
0
A
D
K
A
R
A
D
K
A
R
A
D
K
A
R
Developing corrective actions with
ADKAR
If the gap is:
Corrective actions:
Awareness
Communications by senior leaders 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 them directly
Desire
Immediate supervisors use steps for managing resistance; Look for
pockets of resistance and identify the root cause
Knowledge
Training on how to change and the skills needed after the change;
Involvement of training and HR groups to develop requirements
Ability
On-the-job training and job aides to support the new behaviors;
Coaching by supervisors; User communities; Troubleshooting
Reinforcement
Messages by senior leaders that the change is here to last; Individual
coaching sessions to identity gaps
ADKAR States of Change:
Not everyone changes at the same pace
Person A
A
D
A
Person B
Person C
K
A
A
D
K
D
A
A
D
K
A
A
D
Person H
A D
K
Person I
R
A
D
K
A
Person F
Person G
A
K
Person D
Person E
R
A
A
R
R
D
K
R
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A
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R
R
A
D
K
A
R
Phases of a change project
Speed of change process
Post-implementation
Successful
Change
Implementation
Concept and Design
Business need
Awareness
Desire
Knowledge
Ability
Reinforcement
Required elements of change for employees
© Prosci
TAKE HOME POINTS
°
ADKAR stands for Awareness, Desire, Knowledge, Ability and Reinforcement.
°
The focus of this model is on individual change which is the basis of organizational
change.
°
The first action to create understanding about change; the second action is to create
willingness among employees to execute change; the next action is to impart
knowledge about the change; the fourth action is to build capacity of employees and
the final action is to sustain change.
°
This model has its own pros like it is practical, emphasis on human resource, and
progress can be assessed easily.
°
Its cons include limitation in scope, suitability only for small teams and narrow role
for management.
John
Kotter‟s
8 Steps of
Change
Set the Stage and Create a Sense of Urgency
°
Get people‟s attention!
°
Sell the need for change … sell the pain and the consequences of
not changing
°
Immerse people in information about the change
°
Discuss ways to solve the problems people identify with the change
• Empower people to solve the “problem”
Pull Together the Guiding Team
°
Choose key players, especially staff-level managers
°
Multidisciplinary
• Goal is informed; intelligent decisions are being made
°
Credibility and integrity of change leaders
°
Choose proven leaders who can drive the change process
• Strong position power, broad expertise, and high credibility
°
Need both management and leadership skills
• Management skills control the process
• Leadership skills drive the change
Develop the Change Vision & Strategy
Senior Leadership is responsible for:
°
Establishing the definition of a “culture of safety” aligned with
expectations, core values, and shared beliefs
°
Informing the organization of these values and evaluating the culture
°
Leading the process of:
• Translating values into expected behaviors
• Establishing trust and accountability
°
Communicating a commitment to shaping the culture
Communicate for Understanding & Buy-In
°
Provide supportive actions for fear, anger, and resistance
°
Encourage discussion, dissent, disagreement, debate … keep people talking
°
Tell people what you know―and what you don‟t know
°
Acknowledge people‟s pain, perceived losses, and anger
°
Value resisters
• They clarify the problem and identify other problems
that need to be solved first
• Their tough questions can strengthen and improve the change
• They may be right―it is a dumb idea!
Empower Others to Act
°
Develop a shared sense of purpose
°
Align structures with vision and goals
°
Train employees so they have the desired skills and attitudes
°
Align information systems and personnel with the vision and goals
°
Confront high-level resisters
Produce Short-Term Wins
°
Provide further impetus for change
°
Provide positive feedback
• Further builds morale and motivation
°
Lessons learned help in planning next goal
°
Create greater difficulty for resisters to block further change
°
Provide leadership with evidence of success
°
Build momentum
• Helps draw in neutral or reluctant supporters
Don’t Let Up
°
Acknowledge hard work
°
Reaffirm the vision
°
Bring people together toward the vision
°
Acknowledge what people have left behind
°
Develop long-term goals and plans
°
Provide tools and training to reinforce new behaviors
°
Reinforce and reward the new behaviors
°
Create systems and structures that reinforce new behaviors
°
Prepare people for the next change
Create a New Culture
°
Develop action steps for stabilizing, reinforcing, and sustaining the change:
• Provide skill and knowledge training
• Revise job descriptions
• Develop new reward systems
• Strengthen social connections and relationships
• Recognize and celebrate accomplishments
°
Develop performance measures to continually monitor the results from the change
°
Make adjustments to the change vision and strategy to reflect new learning and
insights
°
Challenge people to be open to new challenges, forces, and pressures
Lewin:
"Motivation for change must
be generated before change
can occur.”
Lewin’s
Change
Management
Model
Who was Kurt Lewin?

Kurt Lewin was born in Poland in 1890

Modern pioneer in social, organizational, and applied psychology

Professor at University of Berlin & a number of U.S. universities
before becoming director of the Center for Group Dynamics at the
Massachusetts Institute of Technology (MIT)

Theories formulated in 1940s and still in use today

Referred to as the Guru of Organizational Change theory
Lewin’s Golden Rules for Change
°
Kurt Lewin’s change theory identified several golden rules on
how change should be implemented:
1.
Change should only be implemented for good reason.
2.
Change is most effective when done gradually.
3.
Change should be planned and not sporadic or sudden.
4.
Strive to include individuals who may be affected by the
change as much as possible in planning for the change.
Three Stage Model
°
One of the cornerstone models for
understanding organizational change
was developed by Lewin back in the
1940s, and is still effective in the
modern era
• His model, known as Unfreeze –
Change – Refreeze, refers to the
three-stage process of change he
describes.
Creating a sense a
change is needed
Moving towards a new
and desired behavior
• He explained organizational change
using the analogy of changing the
shape of a block of ice.
Setting this behavior as
the new normal
Stage 1: Unfreeze
°
°
The ‘Unfreeze’ stage involves preparing the organization to accept
change as necessary and then creating the motivation to change
However, motivation is intrinsic to each individual.
°
I cannot motivate you. You cannot motivate me. But I can create the
conditions, messages, and environment that may influence you to
want to change.
°
The key: Develop a compelling message showing why the existing
way of doing things cannot continue.
• Easiest to frame when you can point to something tangible
(declining revenue, poor financial results, concerning employee
or student satisfaction surveys, etc.)
Example: COVID-19 – Rowan moved from business as usual to
totally remote in 30 days! Sometimes the unfreeze must be quick!
Stage 2: Change
°
The ‘Change’ stage has a focus on the solution – new ways of
working. It begins with new approaches to problems. With new
approaches comes new learning and it takes place here:
• Goals are established
• Smaller, acceptable changes that reinforce and
change are instituted
support
• Management structures are developed
• Open, two-way communication (dialogue) is
maintained
This stage requires active stakeholder participation (especially
w/ those impacted by the change).
Stage 3: Refreeze
°
The ‘Refreeze’ stage needs to help people and the organization
internalize or institutionalize the changes.
°
Measure success – Are the new measures being followed
consistently? Are they incorporated into everyday business?
°
Offer training to those struggling with the change; accountability if
necessary
°
Don‟t tweak a new process too soon – give it time to allow for a more
accurate measure of the success of it (although that may be difficult
during fluid times!
°
The next cycle of change comes around, that is! With change
initiatives, we want to be proactive but in this difficult time how we
plan will depend on some forces that are outside our control.
Three Stage Model
The pandemic has provided impetus for unfreezing and for being
agile.
Lewin’s Block of Ice Metaphor
°
Let‟s say you have a „cube‟ of ice but you‟d like to have a „cone‟ of
ice. To transform the cube shape you must:
1. “unfreeze” or melt the ice
2. “change” the mold to a cone shape and
3. “refreeze” the water into the new, desired shape
It‟s a simple three-stage process that allows you to easily diagnose
which stage you are in.