Why do some people change and others resist? What actions can we take to encourage people to adopt change in organisations and the community? How can we recognise barriers and overcome them to help people move through the change process?
Released in 1999, Prosci’s ADKAR® model is a structured approach to individual change, based on a simple but powerful idea: successful organisational change depends on our ability to manage change with just one person.
ADKAR is a powerful and practical tool that Executives, Managers, Change Managers, Project Managers and others involved in change projects can use to guide their day-to-day change activities.
It is also the foundation of the Prosci Change Management Methodology, an end-to-end process for managing change projects, which integrates with Project Management.
ADKAR is also the primary tool for managers to use to lead their teams through change. It’s the foundation of the Prosci® Change Management Program for Managers and the Prosci Change Management Guide for Managers.
ADKAR is an acronym for the five milestones of changes that individuals need to achieve to change successfully, and sustain the change.
- Awareness of the need for change
- Desire to participate in and support the change
- Knowledge on how to change
- Ability to implement required skills and behaviors
- Reinforcement to sustain the change
ADKAR has become one of the most widely known and applied models of individual change in the world, due to its jargon free, easy to understand content. It is simple but not simplistic, and is based on powerful insights about human behaviour and motivation.
Prosci’s three phase Change Management Methodology has gained international recognition as the leading framework for managing the people side of change to achieve benefits and outcomes.
It is used by thousands of organisations globally across all industry sectors, many of which have standardised on Prosci to achieve a consistent approach across projects, programs and business-as-usual change.
The methodology was introduced in 2002 and today’s version is based on Prosci’s 20+ years of research with change leaders in 3,400 organisations in 65 countries.
Every two years, the methodology and the accompanying tools and assessments are updated with insights from the latest Best Practices in Change Management Benchmarking Report to enable users keep pace with best-in-class approaches.
- A proactive approach to identify key people challenges and opportunities and mitigate risk;
- A holistic approach that integrates the individual and organisational aspects of change;
- A complete end-to-end process, from project initiation to post–implementation review
- Practical, easy-to-use tools, templates and checklists, in an easy–to–use framework.
- Integrates with Project Management and business process improvement methodologies;
- Effective for any type of change and scaleable for any size of change, from a team-based change to one impacting a global enterprise;
Phase 1: Preparing for change
In this phase change and project teams conduct a series of data gathering and assessments that will be used as inputs into a tailored Change Management Strategy and Plans. These plans will address the unique people challenges of the change with each impacted group.
Questions that will be addressed include:
- “Who will be impacted by this change?”
- “How will each group be impacted? What will be different in the way they perform their roles?”
- “What is the readiness or resistance of each group for this change?”
- “How can we best structure and resource the Change Management component?”
- “Who are the Sponsors we need to be involved to make this initiative successful?”
- "How much Change Management does this project need?"
Phase 2: Managing change
The focus is using the data gathered in Phase 1 to create a Change Management Plan that will be integrated with the project plan.
Based on Prosci's research, there are five sub plans that will support individuals to move through each stage of the ADKAR Model:
- Communication plan
- Sponsor roadmap
- Training plan
- Coaching plan to engage and upskill managers
- Resistance management plan
Phase 3: Reinforcing change
In the final phase we created action plans for measuring how well the change is being adopted, to identify and address resistance and to celebrate success.
- Measuring changes in behavior
- Corrective action plans
- Reinforcement mechanisms
- Individual and group recognition approaches
- Success celebrations
- After action review