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ADKAR Change Management Methodology

ADKAR is a copyright process used by Prosci an independent research company who sponsor learning about managing change. The web address is www.change-management.com if you wish to delve deeper. Derby Homes used this methodology when we were reviewing our community engagement structures in 2006/2007. Derby Homes also took part in Prosci Best Practice document in change management in 2007. This document below is made up of RIC members responses to these questions in the field of resident involvement using the Prosci framework. ADKAR = a five stage processes looking at critical areas to consider when planning for change. Thinking before you actually do it! Awareness Desire Knowledge Ability Reinforcement

Awareness what of?


What we do now. The need for change. The national picture (TSA, Government Policy). Raised expectations of tenants. Raised standards of regulators. Results of SWOT analyses. Results of action plans. What the problems/challenges are with the present arrangements are. What the vision for the future could be what does the future look like? Financial issues budgets. Present Customer satisfaction versus planned increased customer satisfaction? Risks of doing /not doing Modernisation Equalities Changes to work patterns for staff and tenants Possible areas of resistance. Rumours

How? Method?
Direct communication Attending tenant meetings Team/Management briefings Focus groups Tenant conference Tenant Newsletters Staff newsletters Leaflets Presentations Project groups Communicating to all stakeholders. Equalities communicating with everyone on an equal basis. Listening to feedback from the communication Message supported from the top (sponsors) powerful people in the organisation who back you. External vs internal communication press releases Involving tenants in the discussions. Involving other stakeholders (Councillors/partners) Identify resistance. Acknowledging rumours and combating them publically.

Desire (the creation of)


Helps tenants and staff to start to own the change feel they are part of it rather than just having change done to them. Ask them to come up with solutions dont try to give them all the answers. Helps to focus on the tasks needed to make the change happen. Listen and respond to objections and concerns - show you are listening and inclusive. Find room for manoeuvre create flexibility in plans so that you know what you can give away and what you cannot. Artificially create opportunities for negotiation. Keep choices simple and clear creates confidence in you and the change process. Engage with the most powerful dissenters (tenants and staff) listen, but also sell the benefits. Spend a lot of time with this group and they might back your changes! Good research, clear facts, using projections and case studies form others to back up proposals. Encourage visit to other orgs who have done the same things. Focus on the what and not the how the end result the new vision. Less on process , more on outcomes. The message - Things will be better!! Create hope! The promise of more involvement more tenants wanting to get involved, more involvement opportunities. Better career opportunities for staff. Open communication of the good points. Open communication about the possible bad points (risks). Be honest but not arrogant about consequences of doing and not doing things. Personalise the messages use emotional language and a sense of drama to appeal to staff and tenants as though you are talking to them personally. Sell the benefits of improvements in terms of external recognition for all awards, accreditations, staff incentives.

Knowledge
Tenants / Federation Access to information Identifying gaps Knowledge about organisation as a whole How to cope with change Why change is necessary Staff Up to date information Best Practice Beacon Authority Knowledge about tenants as people Outcomes How to cope with change Training programmes o Restate business reasons for change o Detailed description of the possible future, open for discussion o Be specific about skills and knowledge needed by employees to support change o What happens when things go wrong Open access to the following information: o Project schedules and milestones o Flowcharts o New software applications o New job descriptions and roles o New floor layouts and building designs o New policies and procedures

What to expect and why Organisation Mentoring 3 Star Organisations, what are they doing? Beacon Authorities, what are they doing?

Use examples and role models

Ability
Tenants / Federation Audit skills Training programme Ability to change Delivering training Staff Audit skills Skill in providing training Team effort Sustain momentum / address lack of morale Organisation Leadership skill Provide training Does the organisation have the ability to change Providing resources, finance and time Resilience Help employees apply what they have learnt in real world situations Ensure employees have time and opportunity to develop Be a role model Identify when more time is not the answer, bring in external intervention Develop coaching and mentoring techniques Diagnose the root cause or obstacle to tackle Plan and implement intervention

Reinforcement
Recognising the failure and success of changes Changing again where necessary Keep communicating reasons for change Keep communicating the benefits of change / the vision Keep listening to stakeholders Keep the momentum going Hold the line Continuous improvement

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