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Prosci Webinar: How to Apply the Prosci ADKAR ModelThe slides, PDF file of the slides, the one page handout and the containedcontent are designed for use with participation in the webinar.Reproduction and distribution without permission are prohibited.If you are interested in distributing this information in your organization, pleasecontact an Account Manager at license@prosci.com or 1-970-203-9332.Prosci Change Management WebinarApplying the ProsciADKAR Model webinar@prosci.com1Copyright Prosci 2014. All rights reserved.Prosci’s MissionTo help individuals and organizations buildtheir own change management competenciesthrough development and delivery of research-Our Principles:Our Resources: Research-based Holistic Easy-to-use based, holistic, and easy-to-use tools andPublished products and toolsWeb-based tools and applicationsFace-to-face trainingTrain-the-Trainermethodologies. .Prosci by the #s:81680%3400 20,000 70,000 Longitudinal studiesYears of researchFortune 100 companiesResearch participantsCertified practitionersCommunity membersContact Prosci:Telephone: 1-970-203-9332Email: webinar@prosci.comWebsite: www.prosci.comTools or downloads referenced in this free webinar are for webinar educationalpurposes; reproduction or distribution of these tools in your organizationwill require additional steps on your part. .Prosci Webinars Educational Thought provoking Insights into new development2 New ideas, phraseology, language, and frameworks Give you at least an hour per week to think aboutchange managementCopyright Prosci 2014. All rights reserved.Copyright 2014 Prosci. All rights reserved.1

Prosci Webinar: How to Apply the Prosci ADKAR ModelAgendaThe Prosci ADKAR ModelApplying ADKAR1. Making sense of change– AwarenessA2. Enabling managers– Desire3. Diagnosing gaps– Knowledge4. Developing correctiveactions– Ability– Reinforcement 5 Guiding change5.management work6. Measuring progressProsci, ADKAR and ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement)are trademarks of Prosci, Inc.3Copyright Prosci 2014. All rights reserved.A Model for ChangePersonalProfessionalSocietalFor the definitive guide to the Prosci ADKAR Model and how it can be usedto drive successful change, see Jeff Hiatt’s book:ADKAR: A Model for Change in Business, Government and Our Community4Copyright Prosci 2014. All rights reserved.Copyright 2014 Prosci. All rights reserved.2

Prosci Webinar: How to Apply the Prosci ADKAR ModelChange Is IndividualThe secret to successful change lies beyond thevisible and busy activities that surround change.Successful change, at its core, is rooted insomething much simpler:How to facilitate change with one person. 2012 Prosci and Bill CiglianoFrom page 1 ADKAR: A Model for Change in Business, Government and out Communityby Jeffrey M. HiattYou cannot manage change at an organizational level untilyou know how to manage change with a single individual.5Copyright Prosci 2014. All rights reserved.ADKAR in a Nut Shell A resultsresults--oriented model Describing the fivebuilding blocks of success That helps you makesense of change To implement more successful changein your personal life and professional career6Copyright Prosci 2014. All rights reserved.Copyright 2014 Prosci. All rights reserved.3

Prosci Webinar: How to Apply the Prosci ADKAR ModelProsci ADKAR Model The five building blocks of successful changeAwarenessDesireKnowledgeAbility 2012 Prosci and Bill CiglianoReinforcement7of the need for changeto participate and support the changeon how to changeto implement required skills and behaviorsto sustain the changeCopyright Prosci 2014. All rights reserved.Change Begins withUnderstanding WhyRequires answers to: What is the nature of the change?g Why is the change needed? What is the risk of not changing?Impacted by: View of the current state Credibility of the sender 2012 Prosci and Bill nt8 Prosci research finding: #1 reason forresistance is not knowing why the changewas taking place – a lack of awareness.Copyright Prosci 2014. All rights reserved.Copyright 2014 Prosci. All rights reserved.4

Prosci Webinar: How to Apply the Prosci ADKAR ModelChange Involves aPersonal DecisionRequires: What’s In It For Me ((WIIFM)?) Context A personal decisionImpacted by: Personal motivators Organizational motivators Inhibitors 2012 Prosci and Bill nt9 “Some people change when they see thelight, others when they feel the heat.”Copyright Prosci 2014. All rights reserved.Change RequiresKnowing HowRequires: Knowledgeg for the transition Knowledge for the future state Learning new tools, processes, behaviorsImpacted by: Current knowledge base Availability of education and training Time to learn 2012 Prosci and Bill nt10 Trap: Jumping straight to the “K” withoutthe necessary “A” and “D” in placeCopyright Prosci 2014. All rights reserved.Copyright 2014 Prosci. All rights reserved.5

Prosci Webinar: How to Apply the Prosci ADKAR ModelChange UltimatelyRequires ActionRequires: Action in the rightg direction Demonstrated capabilityImpacted by: Knowledge-Ability gap Time and resources available Blocks and barriers 2012 Prosci and Bill nt11 The point in the model wherechange is initially realized.But we are not finished!Copyright Prosci 2014. All rights reserved.Change Must BeReinforced to Be SustainedRequires: Visible value or consequencesq Recognition, Rewards, SuccessesImpacted by: What is meaningful and valued Alignment of incentives Performance measurement 2012 Prosci and Bill nt12 It is our natural, psychological andphysiological tendency to revert project does not deliver the intended resultsCopyright Prosci 2014. All rights reserved.Copyright 2014 Prosci. All rights reserved.6

Prosci Webinar: How to Apply the Prosci ADKAR ModelWhich ADKAR “Block” DoYou Think Is the Most Difficult? 13 Awareness? Desire? Knowledge? Abilit ?Ability? Reinforcement?Copyright Prosci 2014. All rights reserved.ADKAR Defines Success: For OnePerson or Organization-Wide Changes Change withone personpADKAROr 1000people 14Or fivepeople AADDKAA KADR ADRKKAARROr twentypeople ADKARAADDKAA KAADRDRKKAARRAAADADDKADA A K AA KDKAAD R A DD A AAA KDDK A R KK A R DRD AKKA D AAA D KK RAAR K DRR K AA RKRAARRARRRADKARAAAADAAA A AAAADADDAAAAKAAAAAADDAD D DDDKAAAA A A AAK AA AK ADAAAA DADDDDKAAADDDDDDKAAAD A A KAAAK AAAAAKKAAA D A A ADDDD D D DDK AAA KDDAAA K AD KADDAAADDKKKAAA A AK AA K D A A AK AA K AAAR DKAKKKDDAAADDA DAAA K ADDDADD R ADDDADADAA A AK AA K ADA AAAK AA A KKAA ADDA ADKDR ADKKAAARDDKKKKA DADDDDK A KK A K D ARKKAAAA DAAKKDAAADADD D AA DD A ADD A A D D AA DD A ADDRADKKDAAKKK D D R KA DKAKAA RKKKAAD DA A KA AKR AKDAAAAA D A A DK ADDAAAA AARKRKDD D DKAAAADRRDDDKAAAA K ADAKDA AAAAKDAAAR K D K AAD RADADR AD R K A DAR K ADR KR D A D RAAAAKK KA DRAKK AKKK AAR KADAAAAADKDDAKRDKA A K KAA DR KK AAAK DRRDDDRA DDRKKKA D KK A A K ADAR K KA K KK A K RAADA A DDAK AKR D RAKD DAA KAA KD AAADRRAKKDDRDRAAK ADR AAA A AAAA KAA A K AAA ADAAKADKDDDRRA K AAA DKKKADAA DDAAA DAAARDRD R A ADDDRKDKKAKKAARARRDDKKRRDDDKKAAAKKKKKKAAADA AAA R KA AKAR R RA ARKK AK DR AAKDKK KK DA D KD AAD AR A R A ADK DRR DA DAKAADA DD AA A D R AAADDRD AARRAARADRDAKKDR KDAAK AAA KRARAK KDDRAA RKRRAK R DRADKD KA KDR KA AA D A AADD AR A KA DRD K AA ARA R ARAARKKDRRA KRAAAAAAKDRRAADR KRAKRKA A R ADKAAAA KAAK K AAAKRAA KK DR RAK DRARR KD AK A AAKKA R R A DARAAAKKADDRA DDRRAKDR DRAAK ARA A RDAKKDD A ARAAR KRA D ADAAD AK ADA DARAA DAAADRD RAAA RDDRDKRAAKA ARR RD AR K DAARAAK AK AK AK KAR DRRK ARRRDAAAR R R A AKRARRA KAK AAAK ARDAK RK ARKK AKAA AA A RAAAA D AA AADKR K ADDDADDDDAAKKRDRAAAAKKAAA A ARAADRRRRRADDDDAADAARDDDK AADRKR KDAK AA K RD K R ADRR A DR DAKD AKRK RDK A RR KD DR DAARR K RDK AAK ARRD K ARRARAK DA AAA AK A A K RAKDDRAADA RD AAAA KRRDKA ADDDAADD RADDAAD RA KDRD K RD RADAR ADA RK AAKKDKKRAR KDADK KRR DK RR DAAAADR AK KAAA AA R K AADKR RA AKRK R A DARAKARDDAAA DKAAAAA KAKA ARA AAKRAKRRRAK AKD AA AA AAAA AAKAA K ADAKDDKR D AA KDKDDA DRAKDDKAK ADAR RKRKA A RKDAAARRARARA K AAR D KAAAK AKAAKKAAA DARA KKDRRAKA DADAD AKKAADKRK DAAKD DRDDA D R AAKARDK DAAA DADADRAAKDAKA AK AKAAA A KD KDDDR D AAADAKAR DD A A RDAARAA AAR K AADR KA DARAKR D K RAR D D RA AAA AA DDRRA AKD AADARA AKDKDAAD RDKKR KD R AKDRD RA A DDD KDD ARARAA RDAADAKA AKK AA KADDDDK AKD KDDRADAA DDAR KRDD AKAKKKKKDK DRAAA KDRD KARDAAADR DRAARRDKKKA K D AKKR RAR AARAADDADAD RA DARDD ARADRD R AK AKDKAAAAR KDKKKKK KRARAR KAARRR ARRDADDR A DKK KA AAA DRRA ADAR DK AARD R RA K K AA RDR KRADKR KA ADDD AAA DDKAKAAK AKK DKRKRKK AADAR KDDR DDR KKA KA AAA K DADKAR KA K AADRRKAKKDKRKKK DRK RK ARA RAKKARDDRAAAKAAAAR AK KAA AK KAAA AAAA DA KRRA AAKAAAAADDDRKKKKAAAARARAAARRRDDDDDDRAA D KA D RA A DK AARR K AAD R AD K AR A DD KRKKARAA D KKK A DD RAK AAA RADAA D DK AAKA DA RR KAAKAR DRR A K ARK AARARDAAK RA AAARA DR RAA A KRRR K KA D RRRR K DRRRD RA RRD R K RRAADARA DR KAD RKAKA A DRR RK AA KD RRDD RKD RD RKKK A AKKR KKA DRR AA DR R KAAR DR K AAA DRRKR KK K RK KR KA RR KA RARK R R R ARK R R RKK ARDRR KKKA DRR KA AR K A DRARR K RR RRAA RRA R KR KK RR RAA RAAA R A A RAR KRKRKRRRKKAAAAKA RKA RKAARR KR RA AAR KRAAAARRKA AAAAAAAR RR R A R K RRARAAR RA A R R R RRRRRRRRRRADKARCopyright Prosci 2014. All rights reserved.Copyright 2014 Prosci. All rights reserved.7

Prosci Webinar: How to Apply the Prosci ADKAR ModelNot Everyone Changesat the Same PacePerson AADKAPerson BAPerson CADKDAADKAADPerson HA DKPerson I15RADKAPerson FPerson GAKPerson DPerson ERAARRDKRKAARRRADKARCopyright Prosci 2014. All rights reserved.Real Life Examples of ADKARSAVE OUR PLANETDear Guest,Every day millions of gallons ofwater are used to wash towels thathave only been used once.YOU MAKE THE CHOICE:A towel on the rack means“II will use again.again.”A towel on the floor means:“Please replace.”16Copyright Prosci 2014. All rights reserved.Copyright 2014 Prosci. All rights reserved.8

Prosci Webinar: How to Apply the Prosci ADKAR ModelADKAR Summary Prosci ADKAR ModelAwarenessDesireiKnowledgeAbilityReinforcement 2012 Prosci and Bill CiglianoResultsesults--orientedapproachLens for interpretingpgany type of changeDescription ofsuccessful change17Tool that anyone canuseCopyright Prosci 2014. All rights reserved.ADKAR Applications 1. Making sense of change2. Enabling managers3. Diagnosing gaps4. Developing corrective actions5. Guiding change management work6. Measuring progress18ADKARCopyright Prosci 2014. All rights reserved.Copyright 2014 Prosci. All rights reserved.9

Prosci Webinar: How to Apply the Prosci ADKAR Model1. Making sense of changeAn outcome-orientated view makessuccessful change less fuzzy.Awarenesschangeca geDesireKnowledgeAbilityReinforcement19 Copyright Prosci 2014. All rights reserved.1. Making sense of changeSuccessful change happens when you hear:“I understand why ”“I have decided to ””I know how to ”“I am able to ”“I will continue to ”AwarenessDesireKnowledgeAbilityReinforcementNot when you’ve sent X communicationsand had Y% attendance at training20Copyright Prosci 2014. All rights reserved.Copyright 2014 Prosci. All rights reserved.10

Prosci Webinar: How to Apply the Prosci ADKAR Model2. Enabling managersFront-line managers and supervisors are the closest to theemployees who are bringing to life the changeIt is their direct reports whoare going through ADKARIMPORTANT NOTE: ADA DKKARRA21ADKARManagers and supervisorsare employees first. Theyhave their own journeythrough ADKAR for thechanges they support withtheir direct reports.Copyright Prosci 2014. All rights reserved.2. Enabling managersFive roles identified by the ance managerLiaisonADKAR isi an essentialti l ttooll ththatt hhelpslmanagers bridge the gap betweenbeing a “great manager” and being a“great manager of change” 22 2009 Prosci and Bill CiglianoCopyright Prosci 2014. All rights reserved.Copyright 2014 Prosci. All rights reserved.11