adkaradaptedor kids
TRANSCRIPT
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1
IndividualChange
Management
PROSCIS ADKAR Model
Art courtesy of the Jackson branchchange management group
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Adapted from Prosci 2008
Agenda
Introduction to Change Management
ADKAR process
ADKAR individual change assessment
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Adapted from Prosci 2008
What is Change Management?
People side ofchange
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Adapted from Prosci 2008
Change management is:
The process, tools and techniques to manage
the people-side of change to achieve therequired business outcome.
Change management is a system used toanticipate, activate and accelerate peoples
engagement
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Adapted from Prosci 2008
Primary reasons for applyingchange management
Manage employeeresistance to change
Increase probability ofsuccess
Reducetransition time
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Adapted from Prosci 2008
Organizational change can be representedas three states of change
Current
state
Transition
state
Future
state
How things are done
today?
How to move from
current to future?
How things will be
done tomorrow?
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Adapted from Prosci 2008
The organizations future state
is actually the collection of
many individual future statesOrganization
Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Current Transition FutureCurrent Transition Future
Documented and managed processes
One integrated database
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Adapted from Prosci 2008
Lower productivity
Passive resistance
Active resistance
Turnover of valued
employees
Consequences of not
managing the peopleside of change
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Adapted from Prosci 2008
Disinterest in the current or future state
Arguing about the need for change
More people take sick days or
do not show up
Change not fully implemented
Consequences of not
managing the peopleside of change
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Adapted from Prosci 2008
People finding work a rounds
People revert to the old way of doing things The change being totally scrapped
Divides are created between
us and them
Consequences of not
managing the peopleside of change
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Adapted from Prosci 2008
Organizations dont
change - people withinorganizations change.Change
Any business
change requires
individuals to do
their jobsdifferently to be
successful
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Adapted from Prosci 2008
How do you deal
with change?
As a supervisor:
Workers will look to you
Workers will do what you do
Workers will assess howyou feel about change
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Adapted from Prosci 2008
Change is notalways easy!
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Adapted from Prosci 2008
The ADKAR Model
ADKAR describes the
required phases that
an individual will go
through when faced
with change.
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Adapted from Prosci 2008
The ADKAR Model
ADKAR is afoundational tool forunderstanding how,
why and when to usedifferent changemanagement tools.
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Adapted from Prosci 2008
building blocks of successful change
Awareness of the need for change
Desire to participate and support thechange
Knowledge on how to change
Ability to implement required skillsand behaviors
Reinforcement to sustain the change
The five
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Adapted from Prosci 2008
The ADKAR Model
Awareness of the need for change.
What is the nature of the change?
Why is the change happening? What is the risk of not changing?
For your employees, what is the level of Awareness ofthe need to change?
Awareness
Desire
Knowledge
Ability
Reinforcement
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Adapted from Prosci 2008
The ADKAR Model
Desire to support the change.
Personal motivation to support the change
Organizational drivers to support the change
For your employees, what is the level of Desire tosupport and participate in the change?
Awareness
Desire
Knowledge
Ability
Reinforcement
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Adapted from Prosci 2008
The ADKAR Model
Knowledge on how to change.
Knowledge, skills and behaviors required during andafter the change
Understanding how to change
For your employees, what is the level ofKnowledge on how to change?
Awareness
Desire
Knowledge
Ability
Reinforcement
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Adapted from Prosci 2008
The ADKAR Model
Ability to implement new skills.
Demonstrated ability to implement the change
Barriers that may inhibit implementing the change
For your employees, what is the level of Ability toimplement the change?
Awareness
Desire
Knowledge
Ability
Reinforcement
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Adapted from Prosci 2008
The ADKAR Model
Reinforcement to sustain the change.
Mechanisms to keep the change in place
Recognition, rewards, incentives, successes
For your employees, what is the level ofReinforcement to sustain the change?
Awareness
Desire
Knowledge
Ability
Reinforcement
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Adapted from Prosci 2008
The ADKAR Model
ADKAR describes the keybuilding blocks for successfulchange.
personal or professional
Success with change requires all
elements of the ADKAR model tobe present.
Awareness
Desire
Knowledge
Ability
Reinforcement
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Adapted from Prosci 2008
Connecting ADKAR
Current Transition Future
RAKDA
and the current, transition and future states.
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Adapted from Prosci 2008
ADKAR assessments
Work with employees to assess theirlevel of Awareness, Desire,Knowledge, etc.
ADKAR worksheets
Think of a personal change you areexperiencing
Complete the following assessment
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Adapted from Prosci 2008
ADKAR profiles
Add up your scoreand focus on theelements scoring
below a 3
The first elementscoring below a 3 iswhere correctiveactions should befocused this is thebarrier point
0
1
2
3
4
5
6
Awareness Desire Knowledge Ability Reinforcement
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Adapted from Prosci 2008
Developing corrective actions with ADKAR
The ADKAR model helps to identify the barrierpoint the root cause of why the change is nottaking place
0
1
2
3
4
5
6
A D K A R
0
1
2
3
4
5
6
A D K A R
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Developing correctiveactions with ADKAR
If the gap is: Corrective actions:
Awareness Communications by management about the
business reasons for change (why, risk of notchanging, drivers of change); Face-to-facecommunications with immediate supervisorsabout how the change impacts them directly iswhat should occur
Desire Look for pockets of resistance and identify theroot cause; discuss employees desire for
resisting the change
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If the gap is: Corrective actions:
Knowledge Training on how to change and theskills needed after the change
Ability On-the-job training and job aides tosupport the new behaviors;Coaching by supervisors;Troubleshooting
Reinforcement Messages by senior leaders andsupervisors that the change is hereto last; Individual coaching sessionsto identity gaps
Developing correctiveactions with ADKAR
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Adapted from Prosci 2008
Mapping ADKAR tochange management tools
Changemanagement tools
Communications
Sponsor roadmap
Training
Resistance mgmt
Coaching
ADKAR phases ofchange
Awareness
Desire
Knowledge
Ability
Reinforcement
These
channelsenable you toassistemployeesas theytransition
through eachphase theADKARmodel.
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Communication
Raises Awareness
Increases Knowledge
MessengerPrimary SponsorSupervisor
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Adapted from Prosci 2008
Sponsorship
Increases Awareness
Increases Desire
Supervisor is the most trusted!
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Adapted from Prosci 2008
Increases Knowledge
People learn at different speeds
People learn in different ways
Training
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Adapted from Prosci 2008
Resistance Management
Increases Desire
Identify the resistance before change
is to occur
Resistance is natural for everyone
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Adapted from Prosci 2008
Increases Desire
Increases Ability
Increases Reinforcement
Coaching
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Please see your Business Transition Consultant!
Visit OR-Kids Online for other change resources.DHS Staff Tools > Child Welfare > OR-Kids
http://www.dhs.state.or.us/caf/or-kids/index.htmlhttp://www.dhs.state.or.us/caf/or-kids/index.htmlhttp://www.dhs.state.or.us/caf/or-kids/index.htmlhttp://www.dhs.state.or.us/caf/or-kids/index.html