prosci change management webinar - yashada...prosci webinar: how to apply the prosci® adkar® model...
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Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 1
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Prosci Change Management Webinar Applying the Prosci®
ADKAR® Model
Copyright Prosci 2014. All rights reserved. 1
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Our Resources: • Published products and tools• Web-based tools and applications• Face-to-face training• Train-the-Trainer
To help individuals and organizations build their own change management competencies through development and delivery of research-based, holistic, and easy-to-use tools and methodologies.
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Copyright Prosci 2014. All rights reserved. 2
Prosci® Webinars• Educational• Thought provoking• Insights into new development
• New ideas, phraseology, language, and frameworks• Give you at least an hour per week to think about
change management
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Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 2
AgendaThe Prosci®
ADKAR® ModelA
Applying ADKAR®
1. Making sense of change– Awareness– Desire– Knowledge– Ability– Reinforcement®
2. Enabling managers
3. Diagnosing gaps
4. Developing corrective actions
5 Guiding change
Copyright Prosci 2014. All rights reserved.
– Reinforcement
Prosci, ADKAR and ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc.
3
5. Guiding change management work
6. Measuring progress
A Model for Change
PersonalPersonal ProfessionalProfessional SocietalSocietal
®®
Copyright Prosci 2014. All rights reserved. 4
For the definitive guide to the Prosci ADKAR® Model and how it can be used to drive successful change, see Jeff Hiatt’s book:
ADKAR: A Model for Change in Business, Government and Our Community
For the definitive guide to the Prosci ADKAR® Model and how it can be used to drive successful change, see Jeff Hiatt’s book:
ADKAR: A Model for Change in Business, Government and Our Community
Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 3
Change Is Individual
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.
From page 1 ADKAR: A Model for Change in Business, Government and out Communityby Jeffrey M. Hiatt
© 2012 Prosci and Bill Cigliano
Copyright Prosci 2014. All rights reserved. 5
You cannot manage change at an organizational level until you know how to manage change with a single individual.
ADKAR® in a Nut Shell
A resultsresults--orientedoriented model…
Describing the five building blocksfive building blocks of success…
That helps you make sensemake sense of change…
Copyright Prosci 2014. All rights reserved. 6
To implement more successful change more successful change in your personal life and professional career
Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 4
Prosci® ADKAR® ModelThe five building blocks of successful change
Awareness of the need for change
Desire to participate and support the change
Knowledge on how to change
Copyright Prosci 2014. All rights reserved. 7
Ability to implement required skills and behaviors
Reinforcement to sustain the change
© 2012 Prosci and Bill Cigliano
Change Begins with Understanding Why
Requires answers to:• What is the nature of the change?
AwarenessAwareness
g• Why is the change needed?• What is the risk of not changing?
Impacted by:• View of the current state• Credibility of the sender
© 2012 Prosci and Bill Cigliano
Copyright Prosci 2014. All rights reserved. 8
AwarenessAwarenessDesireKnowledgeAbilityReinforcement ®
Prosci research finding: #1 reason for resistance is not knowing why the change was taking place – a lack of awareness.
Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 5
Change Involves a Personal Decision
Requires:• What’s In It For Me (WIIFM)?
Awareness
( )• Context• A personal decision
Impacted by:• Personal motivators• Organizational motivators• Inhibitors
© 2012 Prosci and Bill Cigliano
Copyright Prosci 2014. All rights reserved. 9
AwarenessDesireDesireKnowledgeAbilityReinforcement ®
• Inhibitors
“Some people change when they see the light, others when they feel the heat.”
Change Requires Knowing How
Requires:• Knowledge for the transition
Awareness
g• Knowledge for the future state• Learning new tools, processes, behaviors
Impacted by:• Current knowledge base• Availability of education and training• Time to learn
© 2012 Prosci and Bill Cigliano
Copyright Prosci 2014. All rights reserved. 10
AwarenessDesireKnowledgeKnowledgeAbilityReinforcement ®
• Time to learn
Trap: Jumping straight to the “K” without the necessary “A” and “D” in place
Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 6
Change Ultimately Requires Action
Requires:• Action in the right direction
Awareness
g• Demonstrated capability
Impacted by:• Knowledge-Ability gap• Time and resources available• Blocks and barriers
© 2012 Prosci and Bill Cigliano
Copyright Prosci 2014. All rights reserved. 11
AwarenessDesireKnowledgeAbilityAbilityReinforcement ®
The point in the model where change is initially realized.
But we are not finished!
Change Must Be Reinforced to Be Sustained
Requires:• Visible value or consequences
Awareness
q• Recognition, Rewards, Successes
Impacted by:• What is meaningful and valued• Alignment of incentives• Performance measurement
© 2012 Prosci and Bill Cigliano
Copyright Prosci 2014. All rights reserved. 12
AwarenessDesireKnowledgeAbilityReinforcementReinforcement ®
It is our natural, psychological and physiological tendency to revert =
project does not deliver the intended results
Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 7
Which ADKAR® “Block” Do You Think Is the Most Difficult?
Awareness? Awareness?
Desire?
Knowledge?
Abilit ?
Copyright Prosci 2014. All rights reserved. 13
Ability?
Reinforcement?
ADKAR® Defines Success: For One Person or Organization-Wide Changes
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Or 1000 people…
Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 8
Not Everyone Changes at the Same Pace
A D K A RPerson A
A D K A RPerson B
A D K A RPerson C
A D K A RPerson D
A D K A RPerson E
A D K A RPerson F
Copyright Prosci 2014. All rights reserved.
A D K A RPerson G
A D K A RPerson H
A D K A RPerson I
15
Real Life Examples of ADKAR SAVE OUR PLANET
Dear Guest, Every day millions of gallons ofEvery day millions of gallons of
water are used to wash towels that have only been used once.
YOU MAKE THE CHOICE:
A towel on the rack means “I will use again.”
Copyright Prosci 2014. All rights reserved. 16
I will use again.
A towel on the floor means: “Please replace.”
Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 9
ADKAR® Summary
Awarenessi
Prosci® ADKAR® Model
DesireKnowledge
AbilityReinforcement® © 2012 Prosci and Bill Cigliano
RResultsesults--oriented oriented Lens for interpreting Lens for interpreting
Copyright Prosci 2014. All rights reserved. 17
approachapproach
DDescription of escription of successful changesuccessful change
p gp gany type of changeany type of change
Tool that anyone can Tool that anyone can useuse
ADKAR® Applications
1. Making sense of change A
2. Enabling managers
3. Diagnosing gaps
4. Developing corrective actions A
K
D
A
Copyright Prosci 2014. All rights reserved.
5. Guiding change management work
6. Measuring progress R
A
18
Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 10
1. Making sense of changeAn outcome-orientated view makes successful change less fuzzy.successful change less fuzzy.
AwarenessDesire Knowledgechange
Copyright Prosci 2014. All rights reserved. 19
Ability Reinforcement®
c a ge
1. Making sense of change
Successful change happens when you hear:
“I understand why…” Awareness“I have decided to…” Desire”I know how to…” Knowledge“I am able to…” Ability“I will continue to…” Reinforcement
Copyright Prosci 2014. All rights reserved. 20
Not when you’ve sent X communications and had Y% attendance at training
Not when you’ve sent X communications and had Y% attendance at training
Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 11
2. Enabling managers
Front-line managers and supervisors are the closest to the employees who are bringing to life the changeemployees who are bringing to life the change
A D K A R
A D K A R
It is their direct reports who are going through ADKAR® IMPORTANT NOTE:
Managers and supervisors are employees first. They have their own journey through ADKAR for the
IMPORTANT NOTE:
Managers and supervisors are employees first. They have their own journey through ADKAR for the
Copyright Prosci 2014. All rights reserved.
A D K A R
A D K A R
through ADKAR for the changes they support with
their direct reports.
through ADKAR for the changes they support with
their direct reports.
21
2. Enabling managers
Five roles identified by the research:1. Communicator1. Communicator2. Advocate3. Coach4. Resistance manager 5. Liaison
ADKAR® i ti l t l th t h lADKAR® i ti l t l th t h l
Copyright Prosci 2014. All rights reserved.
© 2009 Prosci and Bill Cigliano
22
ADKAR® is an essential tool that helps managers bridge the gap between
being a “great manager” and being a “great manager of change”
ADKAR® is an essential tool that helps managers bridge the gap between
being a “great manager” and being a “great manager of change”
Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 12
3. Diagnosing gaps A change that is not happening usually results from a missing element 4
5
6
a missing element
K
D
A
3
4
5
60
1
2
3
A D K A R
4
5
6
Copyright Prosci 2014. All rights reserved.
R
A
0
1
2
Awareness Desire Knowledge Ability Reinforcement
23
0
1
2
3
4
A D K A R
3. Diagnosing gaps
Without Awarenessand Desire
• Employees asking the same questions over and over.• Lower productivity.• Higher turnover.• Hoarding of resources and informationand Desire
you will see:• Hoarding of resources and information.• Delays in implementation.
WithoutKnowledgeand Abilityyou will see:
• Lower utilization or incorrect usage of new systems • Employees worry whether they can be successful in future • Greater impact on customers and partners.• Sustained reduction in productivity.
Copyright Prosci 2014. All rights reserved.
y
Without Reinforcement:
• Employees revert back to old ways of doing work.• Ultimate utilization is less than anticipated.• The organization creates a history of poorly
managed change.
24
Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 13
4. Developing corrective actions If the gap is: Then:Awareness …
iDesire …Knowledge …Ability …Reinforcement® …
ADKAR® enables you to focus your corrective actionsADKAR® enables you to focus your corrective actions
Copyright Prosci 2014. All rights reserved.
ADKAR enables you to focus your corrective actionsADKAR enables you to focus your corrective actions
It can be very frustrating for employees if corrective actions are focused on the wrong ADKAR® elementIt can be very frustrating for employees if corrective actions are focused on the wrong ADKAR® element
25
5. Guiding change management work
ADKAR® answers “what are we trying to achieve?” for the many change management activitiesfor the many change management activities
No longer:I’m building a
communication planNow: I’m building Awareness Desire
Copyright Prosci 2014. All rights reserved. 26
communication plan Awareness, Desire, Knowledge, Ability and
Reinforcement®
Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 14
5. Guiding change management work
Awareness
The outcome each tool is trying to create based on ADKAR®
The tools change management
practitioners use
Communications Awareness
Desire
Knowledge
Ability
Communications
Sponsor roadmap
Coaching
Resistance mgmt
Copyright Prosci 2014. All rights reserved. 27
ReinforcementTraining
ADKAR® provides a focus and outcome orientation to change management plans
®
6. Measuring progress
A D K A RSince ADKAR® describes the building bl k f f l hblocks of successful change,
it can also tell us how we are doing on our change management work Have we built sufficient Awareness?
Have we built sufficient Desire?Have we built sufficient Knowledge?
For particular groups?For particular groups? At key milestones?At key milestones? At points in time?At points in time?
Copyright Prosci 2014. All rights reserved. 28
Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 15
The Prosci® ADKAR® ModelThe five building blocks of successful change
SIMPLEmight seem like common sense
yet
POWERFUL
Copyright Prosci 2014. All rights reserved. 29
POWERFULwidely-applicable key to unlock successful change
ADKAR®: A Model for Change in Business, Government and Our Community
Understanding the modelAbout Awareness
Applying the modelBuilding Awareness- About Awareness
- About Desire- About Knowledge- About Ability- About Reinforcement
- Building Awareness- Creating Desire- Developing Knowledge- Fostering Ability- Reinforcing change
Copyright Prosci 2014. All rights reserved. 30
As a paperback book: As an MP3 download: For your eReader:From Prosci, Amazon, and Barnes & Nobel
From Prosci Kindle storeNook store
www.change-management.com/adkar-book.htm
Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 16
Webinar Summary
A results-oriented description 6 Applications
PersonalPersonal ProfessionalProfessional SocietalSocietal
A results oriented description of the building blocks of successful individual change
6 Applications1. Making sense of change 2. Enabling managers 3. Diagnosing gaps 4. Developing corrective actions5. Guiding change mgmt work 6. Measuring progress
AwarenessDesire
Copyright Prosci 2014. All rights reserved.
KnowledgeAbilityReinforcement
Tools available for applying ADKAR®
in change management planning and manager competency building
Tools available for applying ADKAR®
in change management planning and manager competency building
®
31
© 2012 Prosci and Bill Cigliano
Putting ADKAR® into action
For change practitioners and project leaders:
• Change Management Toolkit• Change Management Pilot Professional• 3-day certification program
For managers and supervisors:• Change Management Guide for Managers• 1-day training program• ADKAR worksheets
For front-line employees:• Employee Survival Guide to Change• 1-day training program• ADKAR worksheets
Copyright Prosci 2014. All rights reserved.
For anyone:ADKAR: A Model for Change in Business, Government and OurCommunity – available as paperback, MP3 or eBook
32
Prosci Webinar: How to Apply the Prosci® ADKAR® Model
Copyright 2014 Prosci. All rights reserved. 17
Prosci Change Management Offerings Research‐based | Holistic | Easy‐to‐use
3‐day intensive program where you apply the methodology, process and tools to a real project as you learn
Earn CEUs, PDUs and HRCI credits
ll h d
Organizational licenses to Prosci models, tools, and training materials:
Certification Licensing
• Deliver your own training programs
• Customize content to match your organization
• Translate into other languagesOpen enrollment: Locations across the US and around the world
Change Management Toolkit: 3‐ring binder with CD/USB – the complete process and set of tools for creating change management strategy and plans
Change Management Pilot Pro: Online tool with “four‐click” access to methodology, tools,
Train‐the‐Trainer program: Learn to deliver Prosci’s change management programs internally
Additional training
Products
Translate into other languages
• Integratewith existing tools and processes
Advanced Change Management: Opportunity to
At your location: Classes for up to 12 participants
Copyright Prosci 2014. All rights reserved.
Best Practices in Change Management (2014 edition): Benchmarking results from 822 change practitioners – learn what works and what doesn’t work for managing the people side of change
four click access to methodology, tools, downloadable templates and assessments, and numerous eLearning modules
expand your knowledge of the discipline
Audience‐based training: Change management programs for executives to front line employees
ECM Boot Camp: One‐day workshop on building organization‐wide change capabilities
33