The ADKAR change model was first published by Prosci in 1998.
Prosci describe themselves as the recognised leader in business process design and change management research, and as the world's largest provider of change management and reengineering toolkits and benchmarking information.
The ADKAR model reflects the necessary building blocks for individual change and was developed based on analysis of research data from over 900 organizations over a 10-year period.
In a Prosci study with 248 companies, effective change management with employees was listed as one of the top-three overall success factors for the project. Helping managers be effective sponsors of change was considered the most critical success factor overall.
Summary of the ADKAR model
The ADKAR change model is founded on 2 basic ideas:
(1) It is people who change, not organisations.
(2) Successful change occurs when individual change matches the stages of organisational change.
For successful change to occur at the individual level people need to move through each of these stages:
Awareness of the need for change.
Desire to make the change happen.
Knowledge about how to change.
Ability to implement new skills and behaviors.
Reinforcement to retain the change once it has been made.
For organisational change to be successful, these individual changes need to progress at or close to the same rate of progress through the business dimension of change.
Prosci define the business dimension of change as including these typical project elements:
Business need or opportunity is identified
Project is defined (scope and objectives)
Business solution is designed (new processes, systems and organizational structure)
New processes and systems are developed
Solution is implemented into the organization
Prosci describe their process as follows:
Evaluation of the ADKAR model
There are 2 quite different streams of thought that have shaped the practise of change management.
(1) The engineer's approach to business improvement with the focus on business process.
(2) The psychologist's approach to understanding human responses to change with the focus on people.
The single biggest reason for the astonishingly high 70% failure rate of ALL business change initiatives has been the over-emphasis on process rather than people - the failure to take full account of the impact of change on those people who are most impacted by it.
At root, change management is about process and people.
But even process is just about people doing stuff... so ultimately it's all about people - and processes that work for people."
In my view the ADKAR model reflects the BPR background of Prosci and the engineers approach to business improvement, this is quite apparent in the language and tone of their description of the model and with their emphasis on management and process alone.
The clear strength of the model is that provides a useful management checklist of the phases of the transition.
(1) The ADKAR model fails to distinguish between "incremental change" and "step change"
I often get asked the question: "In your experience, what is the single biggest issue affecting directors who are considering or embarking on a change initiative?"
This is good question and hard to answer because there are several key things that need to be addressed. But the single biggest early decision is to decide whether the change can be handled within the context of business as usual or not.
In other words is it incremental change or step change?
Addressing the following points arrives at the answer to that question:
(1) How's it going to be different when I've made the change?
(2) Why am I doing this - how's it going to benefit me?
(3) How will I know it's benefited me?
(4) Who is it going to affect and how will they react?
(5) What can I do to get them "on side"?
(6) What are the risks and issues that I'll have to face?
(7) What steps do I take to make the changes and get the benefit?
(8) How am I going to manage all this so that it happens and I succeed?
If the change involves any of these following factors then it will definitely need to be handled as a "step change" and treated as a specific initiative that sits outside of business as usual.
The factors are:
The ADKAR model is, in my view, suited to incremental change and is an effective management checklist.
But it misses out too much to be fully effective in a
incremental change step change initiative. My reasons are outlined below.
(2) The ADKAR model fails to distinguish between the roles and functions of leadership as well as management
“Those who have changed the universe have never done it by changing officials, but always by inspiring the people.”
I define leadership as someone whom others will follow.
In my experience:
Whilst the very definitions change management and project and programme management emphasise the management aspect [and of course this is important] much of the cause of the 70% failure rate in change initiatives is directly attributable to a lack of leadership...
Leadership that sees the bigger picture - that ensures that people will follow - and the discipline of a programme management approach provides the tools and processes to facilitate that.
A step change initiative needs to be led - and it needs to be seen to be led.
Identifying and enlisting the support of leaders [as well as the managers] within your organisation is key to successful culture change and change management.
How do you provide inspirational motivation to people living with the constant insecurities engendered by the current economic climate?
How do you deal with downsized workforces populated with employees who suffer from any or all of the following negative emotions: insecurity, dread, apathy, passivity, carelessness, and resentment?
How do you lead people through change in times of extreme turbulence?
Making tough decisions, implementing change, and telling people that this is the way it is - really isn't the same as getting them giving them the inspirational motivation to accept how things are and to work well.
Daniel Goleman ["Primal Leadership"] has eloquently articulated the principle of a style of leadership that resonates with people - that speaks from the heart and offers a measure of re-assurance and certainty of conviction about the direction in which they are being led.
(3) The ADKAR model ignores the need for leadership to address the emotional dimension
The transition between stage one of the ADKAR model - an awareness of the need for change and stage two - the desire to participate and support the change can be massive - especially in a step change.
One of the main points that William Bridges makes in his book "The Way of Transition " is that transition is not the same as change. Change is what happens to you. Transition is what you experience.
And transition involves loss and letting go - typically of old familiar routines and ways of doing things, social identity, role identity, status, money and relationships.
"To cross over the line into the transition, you need to ask yourself what inner relinquishments you'll need to make because of the change. What needs will you have to find other ways to get met? Because of your change, what parts of yourself are now out of date?"
Many thought leaders in the world of change management and change leadership are now speaking vociferously about the importance of the emotional dimension of leadership and the need to address the human dimension of change. For example:
The Kubler Ross grief-cycle
- otherwise known as the "change roller coaster" which maps the emotional stages that people pass through in their transition through change.
Daniel Goleman and others have stressed the importance of the leader's ability to articulate a message that resonates with their followers' emotional reality and their sense of purpose, and thus motivate them to move in a specific direction.
says that the single biggest challenge facing leadership in a change process is just getting people to change their behaviour - and that happens... "When they are motivated to do so, and that happens when you speak to their feelings."
- Jon Katzenbach highlights the value of personalising the workplace and making and demonstrating a personal commitment by getting involved and truly understanding what your staff is doing on a daily basis.
- Andy Pearson emphasises how people will respond to their leaders efforts to connect with their emotional side: "Great leaders find a balance between getting results and how they get them."
So to summarise, in Bridges' own words:
"A change can work only if the people affected by it can get through the transition it causes successfully."
(4) The ADKAR model fails to see the macro level of programme management
Steps three to five of the ADKAR model are about knowledge of how to change, ability to implement change and reinforcement - making change stick, and these all relate to one of the biggest issues re implementing change - which boils down to: translating vision and strategy into actionable steps.
In this current environment the restructuring, refocusing and re-engineering is only the start. Business leaders face the equally if not more difficult challenge of getting the staff to deliver their new vision and achieve the revenue forecasts.
The traditional project approach referred to by the ADKAR model - sees it as a set of tasks which if executed successfully get a result. In other words the typical process led approach which has failed so consistently and so spectacularly over the last 20 years.
The fact is that people are very different in the ways they process information, interpret life, and in the ways they are motivated.
Many (probably most) of them are not able to make the leap from hearing and understanding your vision and strategy to translating that into purposeful productive action.
This does not mean that they don't understand it, or agree with it, but it does simply mean that the leap is too great for most people to make - without practical assistance. But, most people are capable of doing extra-ordinary things when they are motivated to do so.
There is an important distinction between the micro level and the macro level perspectives of change management - and which the AKBAR fails to recognise.
At the macro level the root cause of this is lack of clarity and lack of communication about the people aspects of how to manage change - and even more fundamentally - the lack of a language and contextual framework to articulate and manage the necessary processes of change that will work for people.
At this level, a major part of the solution to this lies in employing a programme management approach to change - because:
(1) It is holistic and takes a wider perspective.
(2) It focuses you on addressing issues and aspects that otherwise get overlooked.
(3) It addresses the people impacts and issues arising as a direct and indirect result of your change initiative.
At the micro level, delivering a strategy and changing a culture requires hands-on detailed management - micro management on occasions - in the specifics of how to do it - especially during the early stages.
So at this operational level people need to be enabled and supported to develop the capabilities to deliver your strategy and become what you want them to become [or as close to that as is realistically possible].
Here are 3 very good places to start:
(1) Clarifying decision-making around return - this includes factoring in risk assessment and mitigation [as well as opportunity] to quantify outcomes and the likelihood of outcomes.
(2) "Grinding out" in practical, manageable detail exactly what the high level strategy/vision/values things actually mean for the "troops" in action - the specific actionable steps.
(3) Establishing the clear linkages and connections between vision -> senior management decisions->task-level implementation -> and results: in the delivery of the strategy.
To some extent, the ADKAR model covers the same ground as William Bridges model in that organisational change is linked to personal change. The difference is that the ADKAR model is essentially project focused and tactical in nature, whereas Bridges pays deeper attention to the scale of feelings of loss and disorientation that accompanies major organisational change.
Change is a messy business fraught with complexity, multiple factors and many things that can, and usually do, go wrong. There are 3 broad areas that need to be included in any successful change initiative, namely:
Leadership that directly addresses the transitions and emotional dimension of those impacted by the change, and provides inspirational motivation
A change model and methodology that covers the multiple factors that must be addressed
Action management that shows and assists people with the specifics of exactly what is required of them
These are addressed in the "Practitioners Masterclass" which takes a holistic view of the key areas and shows you how to put all this into practise.
In the "Practitioners Masterclass" we review the established models and comment on strengths and weaknesses and the relationship of the model to the holistic view.
We challenge assumptions and explore the 3 major criticisms of most models.
We outline and explain a change model, and change methodology that:
Bridges the gap between the high level "big-picture" strategic vision and a successful implementation at the front-line
Addresses the necessary but ignored areas within the existing models
Is broader in scope than the typical "project led", "task oriented" approach
Addresses the human factors and deals directly with the commonest causes of failure
And all of this is examined, co-related and integrated with the other key areas leading your people through change, putting it all together and managing the whole messy business.
To equip yourself, stay one step ahead with the tools and processes that will enable you to manage the messy stuff - check out the Practitioners' Masterclass [or click on the image to the right].