CHANGE MANAGEMENT

THEORIES:
ADKAR MODEL
SIX CHANGE APPROACH
BUSINESS PROCESS
REENGINEERING
Engr.
Ma. Stella M. Frias
Presenter/Discussant,
Professor: Jo B. Bitonio
ME 215 Management of Change &
Transition

Change Management:
It is a set of processes that is
employed to ensure that
significant changes are
implemented in an orderly,
controlled and systematic fashion
to effect organizational change

Change management theories

and how well they are
implemented can be the
ultimate driving factor of
success in the organizational
change. There are many
models and theories, and
each one has potential
benefits or weaknesses for
each organization. The
following are a mere few that
have demonstrated success
in organizations.

ADKAR MODEL

ADKAR is a goal-oriented change

management model that allows change
management teams to focus their activities
on specific business results. The model
was initially used as a tool for determining if
change management activities like
communications and training were having
the desired results during organizational
change. The model has its origins in
aligning traditional change management
activities to a given result or goal.

The ADKAR model has the ability to identify why

changes are not working and help you take the
necessary steps to make the change successful.
You will be able to break down the change into
parts, understand where the change is failing and
address that impact point.
The ADKAR model was first published by Prosci in
1998 after research with more than 300
companies undergoing major change projects. In
2006, Prosci released the first complete text on
the ADKAR model in Jeff Hiatt's book
ADKAR: a model for change in business, gove
rnment and our community
. This model is intended to be a coaching tool to
help employees through the change process.

The ADKAR Model

ADKAR describes the required phases that
an individual will go through when faced
with change
ADKAR is a foundational tool for
understanding how, why and when to use
different change management tools

The five building blocks of

successful change
Awareness
Desire
Knowledge
Ability
Reinforcement

of the need for change

to participate and support
the change
on how to change
to implement required skills
and behaviors
to sustain the change

The ADKAR Model

Awareness of the need for change.
What is the nature of the change?
Why is the change happening?
What is the risk of not changing?
For your employees, what is the level of Awareness
of the need to change?
Awareness
Desire
Knowledge
Ability
Reinforcement

Desire to support the change.

Personal motivation to support the
change
Organizational drivers to support the
change

For your employees, what is the level of

Desire to support and participate in
the change?

Knowledge on how to change.

Knowledge, skills and behaviors
required during and after the change
Understanding how to change

For your employees, what is the level

of Knowledge on how to change?

Ability to implement new skills.

Demonstrated ability to implement
the change
Barriers that may inhibit
implementing the change

For your employees, what is the

level of Ability to implement the
change?

Reinforcement to sustain the

change.
Mechanisms to keep the change in
place
Recognition, rewards, incentives,
successes

For your employees, what is the

level of Reinforcement to sustain
the change?

Without ADKAR
In the absence of:

You will see:

Awareness and
Desire

More resistance from employees.

Employees asking the same questions over and over.
Lower productivity.
Higher turnover.
Hoarding of resources and information.
Delays in implementation.

Knowledge and
Ability

Lower utilization or incorrect usage of new processes, systems

and tools.
Employees worry if they are prepared to be successful in future
state.
Greater impact on customers and partners.
Sustained reduction in productivity.

Reinforcement

Employees will revert back to old ways of doing work.

Ultimate utilization is less than anticipated.
The organization creates a history of poorly managed change.

ADKAR describes the key building

blocks for successful change
personal or
professional

Success with change requires all

elements of the ADKAR model to be
present

ADKAR applications
Change management planning
Diagnosing gaps
Developing corrective actions

A
D
K
A
R

To use the ADKAR model effectively,

you will need to understand the
underlying framework for change
initiatives. In the next diagram,
change happens on two dimensions:
the business dimension (vertical axis)
and the people dimension (horizontal
axis). Successful change happens
when both dimensions of change
occur simultaneously.

Mapping ADKAR to change

management tools
Change
management tools
Communications
Sponsor roadmap

Why are these channels

critical for change
management?

Training
Resistance mgmt
Coaching

What is the goal of each

tool?

Change
management tools

ADKAR phases
of change

Communications

Awareness

Sponsor roadmap

Desire

Training

Knowledge

Resistance mgmt

Ability

Coaching

Reinforcement
Prosci

Diagnosing gaps with ADKAR

ADKAR describes the building blocks and
sequence for successful change
When changes are failing, ADKAR can be
used to identify which element is the root
cause for the change not being successful

Take for example the implementation of

a new software tool. If the change is
implemented and you believe it was
not needed (i.e., you were not aware
that any changes were required),
then your reaction might be:

Our natural reaction to change, even in

the best circumstances, is to resist.
Awareness of the business need to
change is a critical ingredient of any
change and must come first.

If someone had taken the time to

explain that the old software would no
longer be supported by the vendor,
and that new software was necessary
to meet the needs of your customers,
then your reaction (based on this
awareness) would be:

Take this same example one step

further. Assume you were made
aware that a change was required,
but you had no desire to participate or
support the change.

Now the tables are turned, and you

may become the target of an
emotional response from individuals
within the organization. You may be
labeled as difficult, inflexible or
unsupportive. Some may say you
lack initiative or vision. You may be
called a cynic or pessimist.

Now its your turn.

The change. Briefly describe the
personal change you are trying to
implement with a friend, family
member or work associate:

1. Awareness.
List the reasons you believe the change is
necessary.
Review these reasons and rate the degree to
which the person you are trying to
change is aware of the reasons or need
to change (1 - 5 where 1 is no awareness
and 5 is total awareness).

2. Desire.
List the factors or consequences (good and
bad) for this person that create a desire to
change. Consider these motivating factors,
including the persons conviction in these
factors and the associated consequences.
Rate his/her desire to change on a 1 - 5
scale.

3. Knowledge.
List the skills and knowledge needed
to support the change, including if the
person has a clear picture of what the
change looks like. Rate this persons
knowledge or level of training in these
areas on a 1 to 5 scale.

4. Ability.
Considering the skills and knowledge
identified in the previous question, evaluate
the persons ability to perform these skills
or act on this knowledge. Rate this
persons ability to implement the new skills,
knowledge and behaviors to support the

change on a 1 - 5 scale.

5. Reinforcement.
List the reinforcements that will help to
retain the change. Are incentives in
place to reinforce the change and
make it stick?
Rate the reinforcements as helping
support the change on a 1 to 5 scale.

Now transfer your scores from each

worksheet to the table. Take a
moment to review your scores.
Highlight those areas that scored a 3
or below, and identify (using the order
listed on the score sheet) which was
the first area to score less than 3.

Now consider the first area in which your

score was 3 or below. You must address
this area before anything else is done. For
example, if you identified awareness as the
area with a low score, then working on
desire, knowledge or skill development will
not help you make the change happen.

On the other hand, if you identified desire,

then continually repeating your reasons for
change is not adequate to move this
person forward. Once they know these
reasons, you must address their inherent
desire to change. Desire may stem from
negative or positive consequences. The
negative consequences have to be great
enough to overcome their personal
threshold to resist change (same for the
positive consequences)

If knowledge was the area you identified,

then be careful not to dwell on the
reasons for change and the motivating
factors. This could be discouraging for
someone already at this phase. What is
needed is education and training for the
skills and behaviors that are needed for
change.

If ability was the area selected with

the low score, then several steps are
required to move forward.

The person will need time to develop new

skills and behaviors. Just like learning a
new sport or any new skill, time is
required to develop new abilities.
The person will need ongoing coaching
and support. No one-time training event
or educational program will substitute for
ongoing coaching and mentoring.
Outside intervention or support may be
required

Finally, if reinforcement was the area

identified, then you will need to
investigate if the necessary elements
are present to keep the person from
reverting to old behaviors. Address
the incentives or consequences for
not continuing to act in the new way.

Now that you have completed the ADKAR

model for a personal change, you can
follow the same process for the change
happening at work. This process should
give you insight as to where you are in the
change process, and what steps you can
take to not only survive change, but
advance professionally in a changing
business environment.

If you are deploying a major change in your organization,

then a critical step in change management is
organizational awareness of the reasons for change.
Desire to change at the employee level must be
addressed as resistance will be a natural reaction to
change.
As the change moves into implementation, you need to
develop knowledge about the change and the ability to
implement new skills and behaviors. Once the change is
in place, you will need to reinforce the change to avoid
moving backwards to old behaviors. Each element of the
ADKAR model represents a business goal for managing
change. This results-oriented model helps guide change
management activities for both organization and
individual change management.

Six Change
Approach
by : Kotter and Schlesinger

The Six Change Approaches developed by

Kotter and Schlesinger is designed to prevent
or minimize employee resistance to change.
This model can be useful to any size
organization as it covers many possible
issues, some organization may never even
face. The approaches react to the four main
resistance factors which are; self-interest,
misunderstanding, low tolerance for change,
and employee disagreement with reasoning.

4 reasons that people are resisting

change
1. PAROCHIAL SELF INTEREST
2. MIS-UNDERSTANDING
3. LOW TOLERANCE TO CHANGE
4. DIFFERENT ASSESSMENTS OF
THE SITUATION

6 CHANGE APPROACHES TO DEAL

WITH RESISTANCE TO CHANGE
1. Education and Communication.
"Up-front communication and
education helps employees see the
logic in the change effort."

6 CHANGE APPROACHES TO DEAL

WITH RESISTANCE TO CHANGE
2. Participation and Involvement.
"When employees are involved in the
change effort they are more likely to
buy into change rather than resist it."

6 CHANGE APPROACHES TO DEAL

WITH RESISTANCE TO CHANGE

3. Facilitation and Support.

"Managerial support helps employees
deal with fear and anxiety during a
transition period."

6 CHANGE APPROACHES TO DEAL

WITH RESISTANCE TO CHANGE
4. Negotiation and Agreement.
"Managers can combat resistance by
offering incentives to employees to
not resist change."

6 CHANGE APPROACHES TO DEAL WITH

RESISTANCE TO CHANGE

5. Manipulation and Co-option.

"Co-option involves the
patronizing gesture in bringing a
person into a change management
group for the sake of appearances
rather than their substantive
contribution."

6 CHANGE APPROACHES TO DEAL

WITH RESISTANCE TO CHANGE
6. Explicit and Implicit Coercion.

"Managers can explicitly or implicitly

force employees into accepting change
by making clear that resisting to change
can lead to losing jobs, firing,
transferring or not promoting
employees."

Business Process
Reengineering

REENGINEERING is about rethinking and

redesigning the organization of work that will
deliver better products or services
5 Major components of the reengineering
process:
1. Preparation
2. Identification
3. Vision
4. Solution
5. transformation

Stages

Tasks

Preparation

Mobilize, organize and energize people and resources

Identify program parameters (i.e. costs and risks)
Assemble and train reengineering management
Formulate preliminary management plan

Identification

Develop client-oriented process model

Define customers and performance measures

Vision

Look for breakthrough performance

Determine prevailing process elements, issues and
problems, existing measures, improvement opportunities
and changes required

Solution

Specify technical and social dimensions of the envisioned

change

Transformation

Realization of the process vision

Institutionalization of change mechanism

BPR Definition:
HAMMER & CHAMPY (1993)
BPR - as the fundamental rethinking
and radical redesign of business
processes to achieve dramatic
improvement in critical contemporary
measures of performance such as
cost, quality, service and speed

BPR Definition:
THOMAS DAVENPORT(1993)
Uses the term process innovation which
he says encompasses the envisioning of
new work strategies, the actual process
design activity and the implementation of
the change in all its complex
technological, human and organizational
dimensions.

Finally: JOHANSSON et al (1993)

Provide a description of BPR relative to other processoriented views such as Total Quality Management (TQM)
and Just-in-time (JIT) and state:
BPR, although a close relative, seeks radical rather than
merely continuous improvement. It escalates the effort of
JIT and TQM to make process orientation a strategic tool
and a core competence of the organization. BPR
concentrates on core business processes and uses the
specific techniques with JIT and TQM tool boxes as
enablers, while broadening the process vision.

Business Process Reengineering - is a model

focused more on outcomes and the work process
than on employee specific issues.
Seven principles are used to streamline
processes and improve time management, costs
and quality.
For organizations operating under bloated
parameters, BPR is the efficient, if not exactly
friendly, solution to downsize costs. The factors
include:

1. Organize around outcomes, not

tasks.
2. Identify all the processes in an
organization and prioritize them in
order of redesign urgency.
3. Integrate information processing
work into the real work that produces
the information.

4. Treat geographically dispersed resources

as though they were centralized.
5. Link parallel activities in the workflow
instead of just integrating their results.
6. Put the decision point where the work is
performed, and build control into the process.
7. Capture information once and at the source.

When changes in technology are in front of employees they can

be fearful of having to learn new programs and tasks. They are
also wary of the issues that follow working the bugs out of a new
program. This includes downtimes or malfunctions. New
technology can be a breeding ground for employee frustration.
The best way to combat this frustration is to communicate with the
employees the potential benefits of the new technologies and to
develop an atmosphere of positive change.
"An atmosphere of openness, good communications, clear vision,
leadership and training engenders good change management.
Consultation, communications, transparency and informality
minimize fear and suspicion; staff resent the sense that changes
are imposed on them and that they are powerless - they need to
be involved. They need to understand the rationale behind
decisions which are being made, even if they do not agree with
them." (Edwards and Walton, 2000)

Don Forrer, D.B.A., of International College states

the critical factors that contribute to the importance of
technology and its impact on managing employees
during change, "Technology factors are elements
important to a company's ability to dominate the
information systems aspects of their industry. This
could include people skills, better communication
equipment or more efficient technology. Expertise in
any technology-related field can provide a
competitive advantage. Technology enhances
productivity and leads to better efficiency at a lower
cost." (Forrer, 2006)

"Key success factors take the form of human

and business processes as they evolve to help
move a company forward. Organizations and
people are dependent upon each other for
survival. People contribute ideas, energy and
talent to the organization while benefiting from
the job, pay and careers provided by the
company. Each individual plays an important
role in productivity, quality and image. It is
management's job to ensure that employees are
focused on the vision of the company and
change occurs when required." (Forrer, 2006)

The ADKAR model speaks highly of employee action

plans.
The Six Change Approach is a valuable model for
management to have in mind for future change. As the
company grows and tries to branch out, the six change
approaches could become a necessity to implement
new changes.
Business process reengineering can be modified to
develop the focus on outcomes and employee
processes that will keep employees focused on the
work that needs to be done and what will be measured
as their performance metrics.

THANK YOU