The ADKAR model from Prosci primarily approaches change from an individual level. A growing number of organisations, like Oracle and Bayer, are using the ADKAR model.
The acronym ADKAR describes an individual’s journey through the change process: from Awareness, to Desire, to Knowledge,to Ability and Reinforcement.
Facilitators encourage the use of the ADKAR labels when asking learners to reflect on the stakeholder map.
Read more below where you can download free resources on how to apply the ADKAR change management model to your organisation or project
THE ADKAR MODEL AS A COMMON LANGUAGE FOR CHANGE
Any time people communicate, the language they use is critically important. When people
use different words to describe the same concept, or use the same words to refer to different concepts, confusion ensues. A common language leads to more effective communication. For example, two people speaking French will likely communicate more effectively than if one were speaking French and the other Mandarin.
USING THE ADKAR MODEL TO FACILITATE INDIVIDUAL CHANGE
At its foundation, the Prosci ADKAR® Model (ADKAR) is a powerful framework for understanding how change can happen with a single individual. It answers the question, “what outcomes must be present for successful, sustainable change to take hold in a single person?” When we understand what outcomes one team member (or family member or friend) needs to have in place, we can take practical steps to influence and help that individual achieve those outcomes.
USING THE ADKAR MODEL AS A STRUCTURED APPROACH FOR CHANGE MANAGEMENT
A structured approach to managing change contributes to a smoother transition and enables higher adoption and usage amongst impacted groups. Organizations of all sizes across industries have adopted change management because they want to succeed at changes more efficiently and reliably. These organizations look for ways to instill a formalized, reliable and repeatable process to change management.
USING THE ADKAR MODEL FOR EMPOWERING MANAGERS
Research has shown that frontline managers are key to the success or failure of a change
management initiative. Managers are the most likely to be directly impacted or have direct reports who are impacted by the change. Managers are also best positioned to see and address any resistance and can have the largest impact on the employee experience of the change.
INTEGRATING THE ADKAR MODEL INTO PROJECT MANAGEMENT APPROACH
Project management and change management are complementary disciplines with a shared objective. They both aim to increase the likelihood that projects or change initiatives deliver the intended results and outcomes. Although each discipline functions independently, the most effective approach is to integrate change management and project management to create a unified approach on both the technical side and the people side of change.
THE ADKAR MODEL AND SENIOR LEADERSHIP
A good leader can increase efficiency, increase effectiveness, and drive results in an organization. A bad leader can bring a strong organization to its knees by communicating poorly, refusing to be an early adopter, and not sponsoring change. The positive impact of effective senior leaders has been documented in numerous best practices studies over the last two decades. It is not surprising that this positive impact is also observed when senior leaders effectively participate in the change management process.
THE ADKAR MODEL AS A MEASUREMENT FRAMEWORK
Peter Drucker famously observed, “what gets measured gets managed.” What we measure indicates what we value and where we focus our attention. Even with the increased recognition of the value of change management and an overwhelming body of evidence that employee adoption and usage directly impacts change success, measuring the progress and outcomes of change in people has long been vague or even elusive. Leading organizations are looking for tangible, repeatable and valid mechanisms to measure the people side of change.