Scribd
Upload
142 views

ADKAR Report New

The ADKAR change management model is an outcome-oriented framework created by Jeffrey Hiatt to limit resistance to organizational change. It consists of 5 stages: awareness, desire, knowledge, ability, and reinforcement. The model is used to facilitate change by setting clear milestones and mapping priorities throughout the change process. It emphasizes ongoing communication, training, coaching, and reinforcement to help ensure changes are successfully adopted and maintained long-term. Combining ADKAR with other change management approaches can help provide additional support for leading change initiatives.

Uploaded by

Edison B. Buenconsejo
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
142 views

ADKAR Report New

The ADKAR change management model is an outcome-oriented framework created by Jeffrey Hiatt to limit resistance to organizational change. It consists of 5 stages: awareness, desire, knowledge, ability, and reinforcement. The model is used to facilitate change by setting clear milestones and mapping priorities throughout the change process. It emphasizes ongoing communication, training, coaching, and reinforcement to help ensure changes are successfully adopted and maintained long-term. Combining ADKAR with other change management approaches can help provide additional support for leading change initiatives.

Uploaded by

Edison B. Buenconsejo
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 25

THE ADKAR CHANGE

MANAGEMENT MODEL
The ADKAR Model of Change Management is
an outcome-oriented change management
method that aims to limit resistance to
organizational change. Created by Jeffrey Hiatt,
the founder of Prosci, the ADKAR Model is the
Prosci change management methodology.
Jeff Hiatt (Jeffrey M. Hiatt)

• is an entrepreneur and author who created the


ADKAR Model of Change. The model derived
from research Jeff Hiatt performed and is
additionally presented in his book 'ADKAR: a
model for change in business, government, and
our community.
What Does ADKAR
Stands For?
• Awareness
• Desire
• Knowledge
• Ability
• Reinforcement
The ADKAR
"States of Change"

CURRE TRANSITI FUTU


NT ON RE

AWARENESS DESIRE KNOWLEDGE ABILIT REINFORCEMENT


Y
How to Apply the ADKAR Model For
Organizational Change
The ADKAR Model is outcome-oriented; thus, it can be used to facilitate change by setting
clear milestones to be reached throughout the process to help drive sustainable impact.
In this way, the phase view of the ADKAR Change Management model demonstrates the ways
in which different people may be working through different phases simultaneously. This model
can be helpful then in mapping priorities that should be emphasized for change to become
operationalized.
"Create awareness o
Goal the need to change"
No. 1
• Change management requires ongoing communication, and not just
one-way, top-down communication, but established processes that
encourage two-way communication and engagement across
ADKAR stages.

• At the onset, communicating the need for change is foundational to


sustainability efforts; however, creating awareness goes beyond
simply announcing it. For team members and stakeholders to be
truly aware of the necessity for change, they must understand the
reasoning behind it and find agreement with that reasoning. And
they need to care.
"Foster desire
Goal to make
No. 2 the change
"
• To foster desire and encourage empowerment, change leaders need
to get specific about the benefits of the change as they apply to
individuals and teams. Avoid touting advantages for the company.

• Start by designating change leaders. Not only will your change


leaders show public support for the change, but they most naturally
connect with the people who will be affected by it. Choose change
leaders who are able to relate to how daily routines will be affected
so that they can provide specific support and guidance.
"Provide knowledge
Goal on how
No. 3 to change
"
• The knowledge milestone in the ADKAR Model is primarily about
training and education. In order to begin the transition, your team
will need to understand how their responsibilities, skills, tools, and
processes will be impacted.

• Take time to develop knowledge approaches that apply directly to


individual or team responsibilities during and after the change is
rooted. This means evaluating requirements for additional tools,
skills, and duties that the change will require.
• For example, if you are introducing new software, the IT team may
be responsible for setting everyone up to use it, while other
departments will need to focus more on how to use the software.

• Sustainability leaders should consider


partnering internally or externally to provide employee training
including formal training, mentoring, online education
(synchronous/asynchronous) and other opportunities.
Another way to increase comprehension is to use a variety of
creative employee training methods:

Traditional Job Videos Interactive self-


Blog series
classroom shadowing/men guided learning
training toring
"Ensure that
employees
Goal have the
No. 4 ability
to make the change"
• Regardless of how effective employees may be at
performing a task, having confidence in their own
competencies often determines whether they can or even
will do something.
• This is considered a gap between knowledge and ability.
• To bridge the gap between knowledge and ability, put
change leaders in charge of coaching individuals or teams.
Task change leaders with collecting feedback from their
teams and bringing potential issues and obstacles to your
attention.
Goal "Reinforce
No. 5 the change"
• Managing change means attentiveness long after new processes
and approaches are adopted and in place. Leaders need to both
build and maintain enthusiasm and reinforce the change to
ensure employees are on the right track and not slipping back
into old practices and habits.
• That’s why reinforcement should be a well-supported and
critical phase in your change management plan.
• In the meantime, continue to collect feedback and be
receptive to active listening. The change process may be
“complete,” but feedback is still valuable in identifying
both pain and pivot points where support and readjustment
might be required to ensure long-term success.
Accelerate change by seeking support

• You may also consider combining the Adkar model with other established change management
models. In order to have a framework to handle emotional reactions, ADKAR model could be
paired with people-centric methods.

• The ADKAR model provides an excellent framework for many types of organizational change.
However, that doesn’t mean you should depend solely on the ADKAR change management
methodology. Each milestone may require additional support from change leaders, change
management software, and employees, so be ready to seek out that support.
Resonance has an established track record of designing and utilizing
phased-approaches to change management including using ADKAR as
part of global development initiatives as well as in our
collaborations with private-sector clients and cross-sector partnerships.
Group members:

Nelson Baltar Ria Carosa Mary Vhie Casimiro Lhyn Joy Gallemit Krisza Mae Alciera
THANK
YOU!!

You might also like