ADKAR - why it "clicks"
An overview of Prosci's ADKAR Model

Because it makes sense

Prosci's ADKAR Model is based, fundamentally, on how we as human beings experience change. The origins of the ADKAR Model stem from the model's developer, Prosci CEO and President Jeff Hiatt, asking himself "why do we do that" when presented with a number of change management activities. Why do we communicate? Why do we need to see executives supporting a change? Why do we train people? As the answers to these "whys" became clear, what emerged was the five key building blocks of ADKAR. Prosci then began extensive research to validate and refine the elements of the model that is used today.

If you have ever watched someone make a change successfully in their lives or at their jobs, you have seen ADKAR in action. Think about the first thing someone needs to make a change. The first question that needs to be answered, i.e. the first building block of successful change, is an understanding of why the change is needed in the first place. This stems from our human nature to ask "why" that began when we were two years old. The rest of the model follows this same pattern.

Because it is easy to learn

ADKAR is so easy to learn that many reflect that it "seems like common sense" once they have been exposed to the model. The letters are simple to remember, and the five building blocks become second nature once you are exposed to and apply the model to something meaningful to you. In Prosci's certification program, we begin by applying the model to a change outside of the work setting. This is the fastest way to see the model come to life, and many times that first personal application is what helps solidify the model for someone. Once you have applied it to a non-work change, you can quickly begin applying it to changes going on at work.

Because you start seeing change through ADKAR glasses

Once you've seen one change "through ADKAR glasses", you cannot help yourself. You begin seeing change in terms of Awareness, Desire, Knowledge, Ability and Reinforcement. When you write an email to a colleague, you start to ask yourself: have I provided the information needed to create Awareness of the need for change? When you read the newspaper, you begin evaluating whether a Knowledge effort was preceded by the necessary Awareness and Desire. When you work to make a change in your personal life, you break the change down into the five ADKAR building blocks. Seeing change through "ADKAR glasses" means you have a new perspective on what change requires and what is needed for a change to be successful.

Because it drives action

Some individual models of change are descriptive - they are observations of how an individual navigates a change around them or to them. However, ADKAR is prescriptive - it defines the elements that must be present for a change to be successful. Because of this outcome orientation, ADKAR drives action. It provides a map of what needs to be done to advance a change rather than just describing how someone proceeds through change.

The second half of the book, ADKAR: A Model for Change in Business, Government and our Community , is a great example of this results oriented approach. While the first half of the book provides discussions about each of the ADKAR elements, the second half addresses each element from an action standpoint. The chapters eight through twelve of the book are titled: Building Awareness, Creating Desire, Developing Knowledge, Fostering Ability and Reinforcing Change. The text aims to answer the question: how do I drive successful change by securing each building block?

This action-orientation shows up again in the organizational change management process, where ADKAR is used as the targets or goals of change management levers like communication, sponsorship, coaching and training. This is a fundamental shift in thinking - away from "what I do as a change management professional" to "what am I trying to achieve" - as defined by Prosci's ADKAR Model.

Because, in the end, change happens one person at a time

In the end, change happens one person at a time. Even large, complex organizational changes are only successful if the individual - for example Adam, Becky, Charlie, Debby, and so forth - change how they do their day-to-day work. Organizational change is the culmination of many individuals moving from their own current state to their own future state.

Since change happens one person at a time, a model that describes individual change is powerful and necessary for change management practitioners. It is not enough to understand how to make a nice looking newsletter or outline key talking points for a kick-off meeting - you must understand how to support a single individual through change in order to have context and purpose for your change management activities.

In his book on ADKAR, Jeff Hiatt illustrates this point perfectly in the preface. Jeff writes: "The secret to successful change lies beyond the visible and busy activities that surround change. Successful change, at its core, is rooted in something much simpler: How to facilitate change with one person." This is the crux of why an individual change management model like ADKAR is ultimately the cornerstone of any successful change effort in an organization.

Coming up: the rest of this series will look at each of the five ADKAR building blocks in more detail and examine application of Prosci's ADKAR Model in terms of organizational change.

• Module 1: ADKAR - why it clicks
• Module 2: Awareness and Desire
• Module 3: Knowledge, Ability and Reinforcement
• Module 4: Applications of ADKAR

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