ADKAR

 

Should I need to change my technology?

Will I need to work in Different Role than my current?

What if I need to work with different Manager!?

How my career will impact by this change?

We all face such questions and situations in work day to day that require a change everyday life. Adjusting and welcoming the change become more and more stress full in our brains and bring an anxiety, threat and Fearfulness trigger.

We resist for these changes being a social animal and being fallen to Habits, have one Image first and then these questions.

 

What Does ADKAR Stand For?

• Awareness
• Desire
• Knowledge
• Ability
• Reinforcement

As per the ADKAR change management model, awareness and desire aim to move you out of the current state, where change is needed but has not yet begun. Knowledge and ability occur during the transition, and reinforcement focuses on the future.

How to Apply the ADKAR Model for Organizational Change

Because the ADKAR Model is outcome-oriented, it can be used to facilitate change by setting clear milestones to be reached throughout the process. For example, one person may already have the desire to change, while another is still becoming aware of the need to change. For instance, is someone unable to change because they do not understand why it needs to happen (Awareness), or do they not understand how to make the change (Knowledge)?

 

GOAL 1: Create awareness of the need to change.

 

Without a doubt, communicating the need for change is fundamental, but creating awareness for the change goes beyond simply announcing it. In order for employees to be truly aware of the necessity for change, they must not only understand the reasoning behind it but also come to agree with that reasoning. Begin by providing clear explanations of why the change is needed. Start by explaining that when employees travel or work from home, it`s difficult for them to access documents and communicate with the in-office team. In this case, SharePoint will allow off-site workers to easily access documents and data.

 

GOAL 2: Foster desire to make the change

 

Just because employees understand why a change should be made doesn`t mean that they want that change. Not only will your change leaders show public support for the change, but they most naturally connect with the people who will be affected by it. Choose change leaders who are able to relate to how daily routines will be affected so that they can provide specific support and guidance. In order to foster desire, change leaders need to get specific about the benefits of the change as they apply to particular individuals or teams. You may want to replace three separate tools with Salesforce because it saves you money, but that`s not a great motivator for employees. When fostering desire, resistance to change is a major obstacle. Resistance is to be expected, but you need to understand the core reason for it. Once you understand the root cause of the resistance, address it head-on and, if necessary, make adjustments to your change implementation plan.

 

Goal 3: Provide knowledge on how to change

 

In order to begin the transition, your team will need to understand how their responsibilities, skills, tools, and processes will be impacted. Given that everyone must reach each milestone individually, knowledge-building needs to be specific. Provide knowledge that applies directly to each team`s or individual`s responsibilities. For example, if you are introducing new software, the IT team may be responsible for setting everyone up to use it, while other departments will need to focus more on how to use the software. Take time to evaluate what additional skills, tools, and duties the change will require.

 

Goal 4: Ensure that employees have the ability to make the change

 

The Prosci change management methodology uses athletics to prove this point: While plenty of baseball fans understand the mechanics behind throwing a curveball, not all of them would make great pitchers. To bridge the gap between knowledge and ability, change leaders in charge of coaching individuals or teams. Task change leaders with collecting feedback from their teams and bringing potential issues and obstacles to your attention. By giving teams a chance to test out the change before fully rolling it out, you give them the opportunity to build confidence.

 

 

Goal 5: Reinforce the change

 

initial momentum may get you to the finish line, but you won`t cross it if employees start relying on old habits. Once new processes are in place, new software is installed, or the new organizational chart is official, reinforce the change long after its implementation. Zendesk`s Champagne Campaign, which involves setting small goals for employees and then recognizing the success by placing a small bottle of champagne on their desks The change process may be “complete,” but employee feedback is still valuable. You should continue monitoring and reinforcing the change all through Q4 if you intend to be fully switched over to SharePoint by the end of Q3.