Change management is concerned with the human aspect of change. If you don’t bring your employees along, creating a new organization, establishing new work procedures, and adopting new technology may never reach their full potential. Four fundamental concepts underpin effective change management where change is something you should be aware of, change is something you should plan for, change must be implemented and change should be communicated.
While a company and its leaders may understand the need for change management, people may be reluctant since change is difficult and unpleasant. The ADKAR change model has been shown to assist employees in comprehending and accepting change, allowing businesses to innovate and become more efficient. Which was designed by Prosci’s creator, Jeff Hiatt.
The ADKAR change management approach is based on a thorough examination of hundreds of successful and unsuccessful organizational transformations. The five components of the ADKAR change model are as follows:
A stands for Awareness, D for Desire, K for Knowledge, A for Ability, and R for Reinforcement.
Let’s take a closer look at each of these five building components to see how they may help you apply the ADKAR model and support individual and organizational transformation.
Awareness: Notify workers of the change. The fewer people know about a planned change, the greater resistance it will elicit. Change is unavoidable, and it frequently forces individuals to leave their comfort zones. In this case, Kate was caught off guard by a change that would be inconvenient for her. Brad needed to let Kate know about the change before Dave arrived with boxes for her to prepare for the move. Furthermore, Brad might have explained why the adjustment was made. For example, it’s possible that all development of the product she worked on was relocated to the new location to allow for a more nimble workplace.
Desire: Create a desire for change. Some team members may act as though they don’t want to change. They don’t understand why change is required, but they will most likely cooperate when it is in their best interests. When you are not around, they may revert to previous habits. Others could actively oppose change. This isn’t always a negative thing. It’s possible that it’s because you didn’t sufficiently explain why the adjustment was made. Working with your team and encouraging open conversation will help them accept the shift. Be mindful of your employees’ emotions and do your utmost to alleviate their concerns or demonstrate how the change will benefit them individually.
Knowledge: Teach employees how to make the necessary adjustments. The more information and training you can provide, the better your employees will understand the change and see the benefits. And the easier it will be to convey that information throughout the ADKAR change management process’s following stage. Train your staff and give materials on new processes and best practices so that when the time comes, employees can effectively execute the change.
Ability: Transform your knowledge into the power to make a difference. Just though your staff understands the change doesn’t imply they’ll be able to carry out their responsibilities immediately now. You’ll need to conduct several practice runs and assess what works and what doesn’t in order to convert information to skill. Make any required modifications and try again. Be a mentor, provide constructive criticism, and seek ways to enhance and streamline your processes. As workers begin to execute the changes, keep an eye on them so you can provide them constructive comments and help them enhance the new procedure.
Reinforcement: Reinforcement is a critical stage in the ADKAR model that guarantees employees don’t resort to old techniques once the change has been implemented and your processes are functioning well. Recognition and awards, as well as performance measurements and positive feedback, can all be used to indicate that the change is permanent. Additionally, the reinforcement stage may be used to identify places where new procedures aren’t working or where bottlenecks have arisen in the process, creating tension and worry. In order to achieve deadlines and goals, those who previously supported the change may turn against it and revert to an old workflow.
To read more blogs click here
Nusrat Bhuiyan Nowrin
Intern of Admin & HR Department