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Copy of The ADKAR Model

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joseph diniz

on 17 September 2013

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Transcript of Copy of The ADKAR Model

Speed of change process
Change is a process, and that your change management plans are designed to achieve specific results for the business.

The following table provides a reference for how management actions can influence each of the ADKAR phases.

For example, communications is a primary vehicle for building awareness, sponsorship is essential for building desire and training is necessary for creating knowledge.

Planning for results
Planning for results

How to approach…
When engaging in a conversation with an employee about the change, it is often difficult to distinguish legitimate concerns over the new solution from simple resistance to new ways of doing things.

When this is occurring, you can step back from the discussion about the solution and ask specific questions:

Around awareness:
"Do you understand and agree with the business reasons for making this change?"
Around desire:
"Do you want this change to happen or would you prefer to keep things the way they are? What would cause you to want this change to happen?"
Around knowledge:
"Do you know about the change and the required skills to support the change?"
Around ability:
"Are you capable of performing these new skills?"
Around reinforcement:
"Are you receiving the necessary support and reinforcement to sustain this change?"

Example ADKAR profiles
ADKAR assessment
Assess the level of Awareness, Desire, Knowledge, etc.

ADKAR worksheets

Personal change
Business change
Strategy change

ADKAR assessments
Establishing general guidelines for managing resistance
before resistance
is encountered is imperative.

During the project this will
increase the effectiveness
of the overall change management program.

This process will help your team identify what resistance may look like and enable you to be proactive in dealing with resistance in the early phases of the change.

Resistance management plan
The sponsor roadmap shows the
key activities and responsibilities of your sponsors
and key stakeholders.

It is organized by
phase of the project

One of the key roles of the change management team is to create
identifiable action
s that senior managers can do
to sponsor the change.

The sponsor road-map
The communications plan is required to create:

Communications will be a primary change management channel for your project, and account for communications from

Without ADKAR
The five building blocks of successful change

ADKAR describes the required phases that an individual will go through when faced with change

ADKAR is a foundational tool for understanding
to use different change management tools

The ADKAR Model

Individual change foundation

Explanation of the ADKAR elements

Application of the ADKAR Model

Agenda for presentation

The ADKAR Model
Connecting ADKAR and the current, transition and future states

The results of the ADKAR assessment can be shown in a bar graph

The first element scoring below a ‘3’ is where corrective actions should be focused – this is the barrier point

ADKAR profiles
Begin by identifying a change in behavior you would like to see happen with a friend, family member or work associate.

Be sure you select a change you have been trying to support in a friend, colleague or family member that is not working.

Scoring: Rate each area on a scale of 1 to 5. A score of "1" means that you are giving this area the lowest score (e.g., a score of 1 for awareness means that you believe the person is completely unaware of the reasons a change is needed). A score of "5" indicates the highest degree of compliance or understanding for that area.

ADKAR exercise and worksheet

ADKAR describes the building blocks and sequence for successful change

When changes are failing, ADKAR can be used to identify which element is the root cause for the change not being successful

Mapping ADKAR to change management tools

Training is a critical tool for building knowledge and ability in your organization during a change. Training should be focused on the specific skills and behaviors that are necessary for the change to be a success.

Training will have two focuses:

The coaching plan clearly defines how you to
support managers
and supervisors during the change and how they will
interact with front-line employees
. It is fundamental to fully enable these managers and supervisors to:

The coaching plan
Using the right tools, you can move the organization through ADKAR.

You can’t train desire

You can’t communicate ability

Five levers for organizational change management:

Organizational change management
ADKAR describes the key building blocks for successful change

personal or professional

Success with change requires all elements of the ADKAR model to be present

Reinforcement to sustain the change.

For your employees, what is the level of Reinforcement to sustain the change?

The ADKAR Model
Ability to implement new skills.

For your employees, what is the level of Ability to implement the change?

The ADKAR Model

Knowledge on how to change.

For your employees, what is the level of Knowledge on how to change?

The ADKAR Model
Awareness of the need for change.

For your employees, what is the level of Awareness of the need to change?

The ADKAR Model

Once you understand the ADKAR model and how it is used to manage transitions, you can:

Understanding ADKAR
You can not manage change at an organizational level

Individual perspective

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:

The ADKAR model helps to identify the barrier point – the root cause of why the change is not taking place

Developing corrective actions with ADKAR
Or 1000 people…

Or twenty people…

Or five people…

Change with one person

Applying ADKAR to different organizational changes

Desire to support the change.

For your employees, what is the level of Desire to support and participate in the change?

The ADKAR Model
Any business change requires individuals to do their jobs differently to be successful

Mergers and acquisitions

Productivity improvement initiative

New strategy

Online HR benefits system

New product

New marketing approach

Updated IT systems

Focus on the customer

“Organizations don’t change –
people within organizations change.”

Resistance mgmt



Sponsor roadmap


Change management tools
Why are these channels critical for change management?

What is the goal of each tool?

Mapping ADKAR to change management tools

Not everyone changes at the same pace
How to facilitate change with one person
until you know how to manage change with a single individual!!
in other words....
"how, why and when"
Focus conversations, especially when dealing with resistant employees.

Diagnose gaps in the change management program for each group or department

Identify corrective actions based on specific desired results.

What is the nature of the change?
Why is the change happening?
What is the risk of not changing?
Personal motivation to support the change
Organizational drivers to support the change
Knowledge, skills and behaviors required during and after the change

Understanding how to change
Demonstrated ability to implement the change

Barriers that may inhibit implementing the change
Mechanisms to keep the change in place

Recognition, rewards, incentives, successes

1. Communication
2. Sponsorship
3. Coaching
4. Training
5. Resistance management
road-map of the required communications including:


key messages,
timing and delivery channels.
primary sponsor,
other senior business leaders,
managers and supervisors.

sponsor the change
support their employees during the change

support their employees in the new, changed environment.
Training on how to be successful
during the change
Training on how to be successful
after the change

Thank you

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