The ADKAR model is a results-oriented
change management tool that is simple and easy to understand, yet very effective
for managers and change management teams. We receive more calls for information about this
model than any other. It is used as a resistance management tool, an assessment device and
to help change management teams organize their work.
This model helps answer questions like:
Why is communication so important during change?
Why do employees resist change?
Why do executive business leaders need to be active and visible
sponsors of change?
Why do employees become stressed and distracted from day to day
How can I find the barrier point to change, and manage employee or
Why should front-line supervisors be active in coaching employees
This series is designed to show how ADKAR can be used to diagnose the
root cause for resistance, focus communications and identify the barrier points to change.
We will also provide case studies to show how ADKAR can help transform a resistant
employee or manager into an advocate for change and build change competency.
Figure 1 shows the ADKAR elements as they
align with management activities or other catalysts that enable employees to move from one
ADKAR element to another. In this figure, the elements
of ADKAR are shown on the left hand side, and the enablers or catalysts for change
are shown on the right hand side. There is a close relationship between each goal of the ADKAR model. The model is goal-oriented
and cumulative in that you must obtain each element in order.
In each module of this series we will address each step in the ADKAR
model and discuss the choices you have as a manager or project team member. Specifically
we will tie the phases of change for employees to the actions that you and other managers
can take to more effectively manage change.
Figure 1 - ADKAR Model mapped to enablers and
An organization's culture, history, values and capacity
for change are potential obstacles for change management teams. Consultants and change
management teams often address these potential barriers with assessments. Assessments as a
measurement instrument are interesting, but how can they really be used to affect change?
Understanding the ADKAR model and the associated enablers for change will help answer this
question and provide a useful foundation for how assessments can help manage change.
While research showed that only one third of change
management teams used a formal change management model (from the 2003 Change
Management Best Practices study), those study participants that did apply a model
showed an increased ROI for their project.
Building awareness for change - Part 2
Building desire for change - Part 3
The power of knowledge - Part 4
Developing ability to change - Part 5
Reinforcement for change - Part 6
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