ADKAR Change Management Methodology

8/3/2019 ADKAR Change Management Methodology

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ADKAR Change Management Methodology

ADKAR is a copyright process used by Prosci an independent research company who sponsor learning about managing change. The webaddress iswww.change-management.comif you wish to delve deeper.

Derby Homes used this methodology when we were reviewing our community engagement structures in 2006/2007. Derby Homes also took part inProsci Best Practice document in change management in 2007. This document below is made up of RIC members responses to these questionsin the field of resident involvement using the Prosci framework.

ADKAR = a five stage processes looking at critical areas to consider when planning for change. Thinking before you actually do it!

AwarenessDesireKnowledgeAbility

Reinforcement
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Awareness what of? How? Method?

What we do now.

The need for change.

The national picture (TSA, Government Policy).

Raised expectations of tenants.Raised standards of regulators.

Results of SWOT analyses.

Results of action plans.

What the problems/challenges are with the present arrangementsare.

What the vision for the future could be what does the future looklike?

Financial issues budgets.

Present Customer satisfaction versus planned increased customersatisfaction?

Risks of doing /not doing

Modernisation

Equalities

Changes to work patterns for staff and tenants

Possible areas of resistance.

Rumours

Direct communication

Attending tenant meetings

Team/Management briefings

Focus groupsTenant conference

Tenant Newsletters

Staff newsletters

Leaflets

Presentations

Project groups

Communicating to all stakeholders.

Equalities communicating with everyone on an equal basis.

Listening to feedback from the communicationMessage supported from the top (sponsors) powerful people in theorganisation who back you.

External vs internal communication press releases

Involving tenants in the discussions.

Involving other stakeholders (Councillors/partners)

Identify resistance.

Acknowledging rumours and combating them publically.


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Desire (the creation of)

Helps tenants and staff to start to own the change feel they are partof it rather than just having change done to them. Ask them to comeup with solutionsdont try to give them all the answers.

Helps to focus on the tasks needed to make the change happen.

Listen and respond to objections and concerns - show you arelistening and inclusive.

Find room for manoeuvre create flexibility in plans so that youknow what you can give away and what you cannot. Artificiallycreate opportunities for negotiation.

Keep choices simple and clear creates confidence in you and thechange process.

Engage with the most powerful dissenters (tenants and staff) listen,but also sell the benefits. Spend a lot of time with this group and

they might back your changes!Good research, clear facts, using projections and case studies formothers to back up proposals. Encourage visit to other orgs who havedone the same things.

Focus on the what and not the how the end result the newvision. Less on process , more on outcomes.

The message - Things will be better!! Create hope!

The promise of more involvement more tenants wanting to getinvolved, more involvement opportunities.

Better career opportunities for staff.

Open communication of the good points.

Open communication about the possible bad points (risks). Behonest but not arrogant about consequences of doing and not doingthings.

Personalise the messages use emotional language and a sense ofdrama to appeal to staff and tenants as though you are talking tothem personally.

Sell the benefits of improvements in terms of external recognition forall awards, accreditations, staff incentives.

KnowledgeTenants / Federation

Access to information

Identifying gaps

Knowledge about organisation as a whole

How to cope with change

Why change is necessaryStaff

Up to date information

Best Practice

Beacon Authority

Knowledge about tenants as people

Outcomes

How to cope with change

Training programmeso Restate business reasons for changeo Detailed description of the possible future, open for discussiono Be specific about skills and knowledge needed by employees

to support changeo

What happens when things go wrongOpen access to the following information:o Project schedules and milestoneso Flowchartso New software applicationso New job descriptions and roleso New floor layouts and building designso New policies and procedures


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What to expect and whyOrganisation

Mentoring

3 Star Organisations, what are they doing?Beacon Authorities, what are they doing?

Use examples and role models

AbilityTenants / Federation

Audit skills

Training programme

Ability to change

Delivering trainingStaff

Audit skills

Skill in providing training

Team effort

Sustain momentum / address lack of moraleOrganisation

Leadership skill

Provide training

Does the organisation have the ability to change

Providing resources, finance and time

Resilience

Help employees apply what they have learnt in real world situationsEnsure employees have time and opportunity to develop

Be a role model

Identify when more time is not the answer, bring in externalintervention

Develop coaching and mentoring techniques

Diagnose the root cause or obstacle to tackle

Plan and implement intervention

ReinforcementRecognising the failure and success of changes

Changing again where necessary

Keep communicating reasons for changeKeep communicating the benefits of change / the vision

Keep listening to stakeholders

Keep the momentum going

Hold the line

Continuous improvement

Documents

ADKAR Change Management Methodology