Who is Jeff Hiatt?
Jeff Hiatt is the founder and CEO of Prosci, a leading change management research and training organisation. He is widely recognised as a thought leader in the field of change management. His work, especially the development of the ADKAR model, has had a significant impact on the field of change management, providing a structured approach to understanding and addressing the human side of organisational change.
What does ADKAR stand for?
The acronym ADKAR stands for Awareness, Desire, Knowledge, Ability and Reinforcement. Each of these words represents a stage on the path of organisational change and can be summarised as follows.
- Awareness: This involves creating an understanding among individuals about why the change is necessary. It helps people comprehend the reasons behind the change and the benefits it will bring. Awareness is about ensuring that individuals recognise the need for change.
- Desire: In this stage, the focus is on fostering a positive attitude and commitment towards the change. It involves creating motivation for individuals to participate in the change. It also addresses any potential resistance to the change.
- Knowledge: Knowledge is about providing the information and tools needed for individuals to understand how to change. It includes training, education and communication to equip people with the necessary skills and knowledge.
- Ability: This stage focuses on building the capability of individuals to implement the change successfully. It involves providing the necessary resources, support and training for individuals to perform their roles in the new way.
- Reinforcement: Reinforcement is about sustaining the change over the long term. It involves recognising and rewarding individuals for their efforts, celebrating successes and reinforcing the new behaviours to ensure that the change becomes ingrained in the organisational culture.
What are the advantages of the ADKAR model?
Some of the most commonly cited strengths of ADKAR include:
Simplicity and clarity
One of the major strengths of ADKAR is its simplicity. The 5 stages are easy to understand and remember, making it a practical tool for both individuals and organisations.
Individual focus
Hiatt’s model is designed to focus on the individual’s experience of change. By addressing the needs and concerns of individuals, it provides a framework for managing the human side of change effectively.
Diagnostic tool
ADKAR can be used as a diagnostic tool to assess where individuals may be struggling in the change process. This allows organisations to tailor interventions and support based on specific needs.
Applicability across industries
The ADKAR model is versatile and can be applied across various industries and types of organisational change, making it widely adaptable.
Sequential structure
The sequential nature of the model helps in creating a logical and structured approach to managing change, providing a roadmap for both individuals and organisations.
What are some of the disadvantages of the ADKAR Model?
ADKAR has both strengths and weaknesses, and its effectiveness can vary based on the context and the specific needs of an organisation. Here are some of the weaknesses:
Simplicity might oversimplify
While the simplicity of the model is an advantage, it can also be a weakness. Some critics argue that it oversimplifies the complexity of organisational change, and not all changes neatly fit into the linear progression of the model.
Limited emphasis on leadership and culture
The ADKAR model primarily focuses on individual change and may not place enough emphasis on leadership, organisational culture and broader systemic factors that can impact the success of a change initiative.
Lack of flexibility
The model’s linear structure may not accommodate the iterative and dynamic nature of some changes. In reality, individuals and organisations may move back and forth between stages rather than following a strict sequence.
Dependence on communication
While the model acknowledges the importance of communication, it may not fully capture the complexity of communication strategies needed in diverse and global organisations.
May under-emphasise emotional aspects
ADKAR primarily focuses on cognitive and behavioural aspects of change, but may not give enough attention to the emotional dimensions that individuals may experience during change.
It’s essential to recognise that no change management model is one-size-fits-all, and organisations may need to supplement the ADKAR model with other frameworks or approaches to address specific needs and challenges in their unique context.
Step-by-step guide to implementing the ADKAR model
The change process can be broken down into a simple series of steps as follows:
Awareness
First, change managers need to conduct a thorough assessment of the need for change, including the current state, challenges and desired outcomes.
Following the assessment, a change management business plan should be developed outlining the goals, objectives and strategies for each stage of the ADKAR process.
Desire
Clearly communicating your intentions for change is crucial for motivating your employees. Be sure to emphasise the key reasons behind the change, identify key stakeholders, and tailor communication messages to address their specific concerns and interests. Utilise multiple communication channels to reach a diverse audience. Engage leadership support to reinforce the importance of the change.
Knowledge
Once sufficient desire for change has been generated, you can implement training programs to equip individuals with the knowledge required for the change.
Be sure to provide resources and tools to facilitate understanding of any new processes or systems that will be introduced.
Ability
Once the knowledge base is in place, employees will also need ongoing support and resources to help them apply their knowledge in the practical execution of the change. It’s important to create a supportive environment that encourages experimentation and learning.
Be sure to proactively address any barriers or obstacles that may hinder the ability to implement the change. Monitor progress and provide feedback to reinforce the successful application of new skills.
Reinforcement
When results start coming in, it’s crucial to recognise and celebrate early wins and successes related to the change. Establishing a system for ongoing feedback and recognition of efforts can cement the new behaviours and ways of working through positive reinforcement.
The final phase of the change process endures long after the change has been initially implemented. Once the change has been integrated into performance management systems and recognition programs, you can continuously monitor the change initiative to ensure that it stays on track and becomes firmly embedded in the company culture.
Tips for successfully using the ADKAR model
To ensure the ongoing success of the change initiative, it is imperative to establish mechanisms for continuous monitoring. This involves systematically collecting feedback from individuals at various stages, allowing for a comprehensive assessment of their experiences and identification of areas for improvement. Regular reviews of this feedback then inform adjustments to the change management plan, enabling a dynamic and responsive approach to emerging challenges.
Leaders play a pivotal role throughout the change process, and their active engagement is paramount in ensuring that various departments can move in sync. Ensuring leaders are not only involved, but also visible throughout the entire process, fosters a sense of direction and commitment. Leaders are encouraged to communicate openly, addressing concerns and embodying the desired behaviours. Holding leaders accountable for their role in driving and sustaining the change reinforces their responsibility and sets the tone for the broader organisational commitment to the initiative.
Implementing the ADKAR model requires a thoughtful and iterative approach, with a focus on engaging and supporting individuals throughout the entire change process. Regular communication, leadership involvement and a commitment to continuous improvement are key elements of successful change management.
