Change

Management

Using PROSCI’S ADKAR Model

Adapted from Prosci 2008

 What is Change Management?

People side of
change

Adapted from Prosci 2008

 Change management is:

The process, tools and techniques to manage the

people-side of change to achieve the required business
outcome.
Adapted from Prosci 2008
 Primary reasons for change Management

• Manage resistance to change

• Increase probability of success

• Reduce transition time

Adapted from Prosci 2008

 Organizational change can be
represented as three states of change

Current Transition Future

state state state

How things are done How to move from How things will be
today? current to future? done tomorrow?

Adapted from Prosci 2008

 The organization’s future state is
actually the collection of many
individual future states
Current Transition Future

Organization
Current Transition Future

Current Transition Future

Future
Current Transition Future

Current Transition Future

Current Transition Future

Adapted from Prosci 2008

 Consequences of not managing the
people side of change

• Lower productivity
• Passive resistance
• Active resistance
• Turnover of valued employees

Adapted from Prosci 2008

 Consequences of not managing the
people side of change

• Disinterest in the current or future state

• Arguing about the need for change
• More sick days
• Change not fully implemented

Adapted from Prosci 2008

 Consequences of not managing the
people side of change

• People finding work arounds

• People revert to the old way of doing things
• The change being totally scrapped
• Divides are created between ‘us’ and ‘them’

Adapted from Prosci 2008

 Change
“Organizations don’t change - people within
organizations change.”

Any business change

requires individuals to
do their jobs
differently to be
successful

Adapted from Prosci 2008

 Change is not always easy!

Adapted from Prosci 2008

 Phase 1 – Preparing for change
Define your change
management strategy

Prepare your change

OnePurdue’s management team

Develop your
sponsorship model

Comprehensive
Phase 2 – Managing change
Change Develop change management plans

Management Take action and implement plans

Approach
Phase 3 – Reinforcing change

Collect and analyze feedback

Diagnose gaps and manage readiness

Implement actions and

celebrate successes
 Phase 1 – Preparing for Change –
assesses the current state and prepares
for the transition.

Phase 1 Preparing for change

Assessing the Creating a change
Define your change Sizing the change
management strategy
organization management strategy

Prepare your change

management team

Assessing team Preparing the change

Develop your sponsorship model Acquiring resources
competencies management team

Phase 2 – Managing change

Developing sponsor
Develop change management plans Identifying sponsors Assessing sponsor
models and enabling
and stakeholders competencies
sponsors
Take action and implement plans

Phase 3 – Reinforcing change

Collect and analyze feedback

Outputs:
Sizing the change profile
Diagnose gaps and manage readiness
Organizational attributes profile
Implement actions and
Change management strategy guidelines
celebrate successes Change management team structure
Sponsor structure and responsibilities
 Sizing the Change

• Scope the Change (workgroup, department, division,

enterprise)
• Determine Number of Individuals Impacted
• Define Change Type (policy, process, system,
organization, job roles, etc.)
• Determine Amount of Change (incremental
improvement v. dramatic change)
 Organizational Attributes
• Value system and culture (adaptability to change)
• Capacity for change (how much more change can
the organization absorb)
• Leadership styles and power distribution
• Residual effects of past changes (past failures may
result in “baggage” that burdens a future change)
• Middle-management’s predisposition to change
 Phase 1 Preparing for change
Define your change
management strategy

Prepare your change

Desired outcomes
management team
Awareness

Organizational attributes
Develop your sponsorship model

Change characteristics
Desire
Phase 2 Managing change A
Develop change management plans D Customized
Knowledge activity
Take action and implement plans
K design
A
Ability
Phase 3 Reinforcing change
R
Collect and analyze feedback
Reinforcement

Diagnose gaps and manage readiness

Implement actions and

celebrate successes

Outputs:
Communications plan
Supervisory coaching plan
Training plan
Phase 2 -- Managing Change -- can be linked Readiness management plan
to the transition phase. Sponsor roadmap
Project team activities
Master schedule
 The ADKAR Model
ADKAR describes the
required phases that
an individual will go
through when faced
with change.

Adapted from Prosci 2008

 The ADKAR Model
ADKAR is a foundational
tool for understanding
“how, why and when” to
use different change
management tools.

Adapted from Prosci 2008

 The five building blocks of
successful change

Awareness of the need for change

Desire to participate and support the
change
Knowledge on how to change
Ability to implement required skills and
behaviors
Reinforcement to sustain the change

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?

Adapted from Prosci 2008

 The ADKAR Model
Desire to support the change.
• Personal motivation to
support the change
• Organizational drivers to
support change

Adapted from Prosci 2008

 The ADKAR Model
Knowledge on how to change.
• Knowledge, skills and
behaviors required
during and after the
change
• Understanding how to
change

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

Adapted from Prosci 2008

 The ADKAR Model
Reinforcement to sustain the change.
• Mechanisms to keep the
change in place
• Recognition, rewards,
incentives, successes

Adapted from Prosci 2008

 Connecting ADKAR and the current,
transition and future states.

Current Transition Future

A D K A R

Adapted from Prosci 2008

 ADKAR Gap Model

Change

Confusion

Resistance

Fear/
Anxiety

Frustration

Backsliding

Adapted from Prosci 2008

 Developing corrective actions
with ADKAR
If the gap is: Corrective actions:

Awareness Management communicates about the

business reasons for change (why, risk of not
changing, drivers of change); Face-to-face
communications with immediate supervisors
about how the change impacts you directly is
what should occur

Desire Look for pockets of resistance and identify the

root cause; discuss your desire for resisting
the change

Adapted from Prosci 2008

 Developing corrective actions
with ADKAR
If the gap is: Corrective actions:
Knowledge Training on how to change and the skills
needed after the change

Ability On-the-job training and job aides to support

the new behaviors; Coaching by
supervisors; Troubleshooting

Reinforcement Messages by senior leaders and

supervisors that the change is here to stay;
Individual coaching sessions to identity
gaps

Adapted from Prosci 2008

 Applying ADKAR:
Not everyone moves through change
at the same pace
Change with one
person… A
Or twenty people…
A
Or five people… D
A D
A
D
A
D
A
A KA
D A D
K D A A K AA K
A AA K A
K
D D
A A
D R A DD A A
K A
A DK D A D
A D AA K K A R KK A R D
D DR A A D AK K R K
DR K DR A A D AAA D K
K DR K RA A A
K K K R K DRR K A
A A K A RK R R
A A A
A R
R A R
A R
R
R
R R
A
R
R

R A
D
A A
A A A
A
A A
A A A D D A D A
A A A A A A A A A K A D A D D
D D D A A A A D AA KA
D D
A
D D
A
D D
A D A D D A A A DKAAA AK A KAAD D
DAA A
K A K
D
A K A K A K
D D D DAA DD ADA ADA A K AAA KDD AA AA A
A A AK AA K D A A AK AA K A D KA A AD KA
D AD KA K R A DD D
A D D A A K AA
K K D D A DD A A A A
D A D AD D A
K AA D
A A K A K A A AA K A KAKA KK DR A KA DKR DK A D AA ADDA AKKK A DA R K DD DDD AA DD A
DD D AA D A A K AD AA D A A D AA D A A DK A A A D A D A A
AA AA AA A K D R
A KK AD D A KK A D K K
K RK D A K DR D K A DDR K D
A A D K D AKA DD D R AA DD AKA A DKD DDD A AD D AK A K AAKA AD KR AK D
AR KKKD DAAD AA D
RAAAD
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KKK DAR KK D
A A K KAA DR KK A D R AA DK A K D KA DR K A ARDKR D A D RAAAA ADADA AKD A AAAKDD
A DD
A
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K D RDADAK A A
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A K D KAAAKDD DR
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A K A A KD AAA K
Or 1000 people…
A R
K AD AAA D K AD AAD R
K AAA D KDA AA D K A R K K A D KA K
K A K RK D R D KD
D KKR A D D A D
RA D RA A KAAAKDD R
DDRDR A
D R A ADD A K AAA D R A AD A R A D R K AAD AR A AAA DA A K DAAA R DKA AAD KR A K D RA KADRRAKK A DRRA R
KA
KKK A D RKKA D
DR KDAR A A R A ADK D D K A D A D D K A D A DKR
D A
K A ADD
A R AAAAK AKKAA K R
A KA AKARKDKR
A R
KR K DR AAAK D KA
K K KK RD
A A RRDRK AK DR AA D
R R R R A D K D
A D K K A D K A R K A RD
K R K DR K A AKA R AR K D DKRA KK A RK D KDAR K D D
R K R
A R A D R D K AR
A AAA RDA
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A RDD AKDARA AKKA DR AA
AA R
RR D A KA RA K R
AA A KA A A A D AKA AA D A AK
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A K D A K AK A K K
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AR D K RD AA AR A A AKRR R DDR K A A R A
D RA A
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A A ARA DAD
KD AA DAKAR DA
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R K D RA D
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D AKDAAAA D R R
K D K K D R A D D K
DK A R R D R K
D RD A K DD AAKDAR KD A AD K DA
KRAAADK AAD A
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A
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K A ADDAR KAK K R R K AKA D A AR D K A A D
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A
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D R A AA DRA D A A A RA A A A A D K AAA K D K A K A A D K A K
K AAA K D A A
K RR
K AAR A D K
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KA K
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RAAKA D
D KDKR A A D A
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R D R RAD DA DKR AA D
A DR
K AAD R A
A D
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R AA A K RRD RA R D A ARRD R K R AADAR K AARARD R KK DDRA RK
D RR KA R
A
K AKA DRR RK A AK A D R K A D K A A
K A
A A KD R
DRR R A DR R KR
A RDR R K RAD RK AR DRR K A KR KA A R DRR A K KRA A
R R R K K DRRRK R KA RR K AR RRK DRR K A R
R K RA K
RR R A R R K R R K D
RRKRA R KK A AR K D RA K K AR K A R K K RA R K R K A RK R
R K A AA R R A R
R K A RK R K A RK R K A R KA A R R AA K AA
R R RK R A RA R A A A A
A A
A R A A A
A
R RA R R A RA A A RAR A AR RA R
A RA A R A RA A A A R
RR A RAR A R R R RR R R R R
R R
A R
R R R R R R
R R RR R R R R R
R R R R R R R
R R R R
Adapted from Prosci 2008
Phase 1 Preparing for change
Define your change
management strategy
Phase 3 – Reinforcing Change -- provides
Prepare your change
management team
a framework for assessing and reinforcing
progress within the future state.
Develop your sponsorship model

Phase 2 – Managing change

Develop change management plans

Take action and implement plans Assessing

Auditing compliance
effectiveness Analyzing change
Listening to employees
with
of new
new processes,
processes, management
and gathering feedback
systems and roles effectiveness
Phase 3 – Reinforcing change

Collect and analyze feedback

Identifying
Identifying root
root causes
causes Enabling sponsors and
Developing action
Developing corrective
plans
and to
related pockets of
readiness coaches to manage
action plans
Diagnose gaps and manage readiness resistance resistance
readiness

Implement actions and

celebrate successes
Celebrating early Conducting “After action
Implementing action
corrective
plans
successes and reviews” and
action
reinforcing the change transferring ownership
 Best Practices Approach to
Reinforcing Change
Preferred senders
• Immediate supervisor

Best Practices:
• Repeat messages 5 to 7 times
• Use face-to-face
• Answer WIIFM (What’s In It For Me)
• Utilize question and answer format
• Understand their interpretation
 Factors Influencing Employee’s
Perspective
on Change

• Whether they trust the sender

• What they have heard from others
• How satisfied they are with work
• Experience with other changes at work
Common Change Management
Error

• A common mistake change management

teams make is to not train managers and
supervisors in the basic principles and tools
for managing change. These managers
will be instrumental in your overall success.
Adapted from Prosci 2008