Introduction
The model was developed nearly two decades ago by Prosci founder Jeff Hiatt after studying the change patterns of more than 700 organizations (Prosci). The word ADKAR is an acronym for the five outcomes an individual needs to experience for a change to be successful: Awareness, Desire, Knowledge, Ability, and Reinforcement.
If the 7-S framework by McKinsey points out elements for an organisation to approach change planning, systematically, ADKAR highlights a person’s achievement during the process. An organisation can only obtain change if individuals change.
Model explanation
Awareness: means that the change manager needs to share the initial ideas and objectives of change: why do they need it and how important is it? What does the change look like in the future?
then moving to Desire, which is more specific to each individual. How does the change benefit each person? How might it affect the job description and their ways of doing work in the future?
At these two stages, the change manager has to sell the vision and objectives clearly to inspire changes. If the presentation is poor and complicated, staff can fall into confusion and have a negative opinion about the new platform. It is the starting saga of change resistance. Thus, a short but inviting introduction matters. Vision and benefits of change will be the keywords.
In the next stage, Knowledge refers to specific training and learning about the tool and its features. Staff needs to achieve new skills, the process needs adjusting, and feedback should be shared to enhance understanding of the product/ service.
Because the adoption of a new platform takes time, don’t set ambitious targets at this stage. The learning curve will be improved gradually. The importance is to keep staff motivated and eager for innovation. Consequently, the chunky bite is encouraging.
Knowledge is not necessary but not enough. There is always a gap between theory and practice; learning and application. As a result, Ability check is essential before implementing or applying changes. This stage will leverage competencies and confidence to the next level as staff master the tools themselves.
Finally, reinforcement happens post-change and includes the reward and recognition that will sustain the change and keep it in place. Only after experiencing changes, staff can respond and master the platform in their way. And another learning circle happens.
My reflection
To me, this model is simple and easy to understand. It simply maps out the process of change implementation based on staff or team members’ change.
It best suits any new platform and innovation that needs specific training and skill set such as CRM or Marketo, and other automation, production line…
Unlike the 7S model by Mckinsey, this model doesn’t consider other fundamental elements: corporate culture, vision, and shared culture to evaluate before implementation. The change leader might face change resistance and failure due to other reasons outside the 5 elements of the model. Therefore, the model works well in a department size or functional level when everything is set.
Change, as I believe, is all about humans, therefore ADKAR just serves as an approach.
Norwich, Nov 2023
Kate Nguyen