Speaker 1: Hello, and welcome to today's lesson where we're looking at the ADKAR change management model. Now, whether you're an individual trying to lose weight or learn a language, or a large 10,000-person organization looking to transform itself, successful change is a hard thing to do. But understanding and using the ADKAR change management model can give you a greater chance of making your change successful. Now, the model came about by analyzing both successful and unsuccessful change within hundreds of organizations over several years. And it was developed by a guy called Jeff Hyatt in the 1990s. The model is different from other change management models because it focuses on guiding change at the individual level. Now in contrast to that, most change models drive change at the organizational level. Now it focuses on the individual because even if you're trying to transform a large organization, successful change occurs only when each individual within the organization is able to change. In a nutshell, for an organization to change, the people within that organization must change. Now the ADKAR framework is an acronym made up of five steps a person needs to undertake in order to be willing and able to change. And you carry out the steps in order with each step building upon the previous step. The model allows leaders and change managers to focus their efforts on driving individual change. And by doing this, they will in turn drive organizational change. So let's jump in and take a look at the five steps of the framework. But before we do so, note that each of the steps in the model is actually named for the outcome from that step. This will make more sense as we go through the steps. So the first step is awareness. And the outcome of this step is that everyone has an awareness and understanding of the need to change. Each individual needs to be aware of why the change is necessary. Without this, employees will be unmotivated, making the change less likely to succeed. So the key role for management here is to ensure that everyone understands the need to change. The second step is desire. And the outcome from this step is that each individual has the desire to take part in and support the change. Now to achieve this outcome, it's important to work with all individuals to achieve three aims. So the first aim is that they feel dissatisfied with the current state of affairs. The second aim is that they should understand the negative consequences of keeping things the same. And finally, people need to want to participate in the change. So to achieve this final aim, to get people to want to participate, it's important to explain to them on an individual basis what's in it for them. Now that could mean enhanced job security. It could mean a sense of belonging to a team, or maybe career advancement, or even financial incentives. The third step is knowledge. And the outcome from this step is the individual having knowledge of how to change. So it's no good wanting to change, they have to know how to change as well. But there are two types of knowledge. Firstly, knowing what they need to do during the transition itself. So that's how to change. And secondly, knowing the future skills and behaviours they need once the change is in place. Now knowledge is only useful when stages one and two are complete, and the individual already has the awareness and a desire to change. And there are many ways to impart knowledge on people through formal education and training, coaching and mentoring, or maybe workshops. The fourth step is ability. And the outcome here is that the individual can demonstrate a desired new skills and behaviours. Now one great aspect of the ADKAR model is its distinction between theory and practice. So once the theory of how to change is in place, so that is step three, the knowledge, the individual then needs to be supported to acquire and practice that desired behaviour, the ability. Now ways management can support new working methods include training and providing access to any resources employees need to build their ability. The final step is reinforcement. And the outcome here is that the new change, any new behaviours are reinforced within each individual. So to sustain change, we don't want individuals reverting to their old ways of doing things. Now there's a bunch of methods you can use to do this, including taking corrective action quickly when things go wrong, using positive reinforcement, providing feedback, using rewards and recognition, and even celebrating people when they display the correct behaviours. Now this step is often the most difficult to perform. And the reason for this is because as soon as one change goes live, the organisation immediately moves on to thinking about the next change. Without giving reinforcement the time it needs so that these new behaviours bed down. Individuals that make up the organisation don't just change in isolation, as they change en masse, then so does the organisation itself. Now what this diagram tries to show is the traditional stages or traditional way of managing organisational change mapped to the ADKAR model. And on the horizontal axis here you can see the ADKAR model, and vertically here you can see how it's mapped to a traditional way of managing a change programme, something like Cotter's Eight Change Steps. So for example, you can see that traditionally sustaining would be mapped to reinforcement in Cotter terminology. Now there are some advantages and disadvantages that you should be aware of with the ADKAR model. So in terms of advantages, then it focuses on outcomes rather than tasks. Now most change management models focus on what needs to be done, but ADKAR focuses on achieving outcomes with people. Now secondly, the model can be used to measure how well your change is progressing. So for each step of the model, progress can be measured at the individual level, and that makes it easy to rectify any gaps you identify. Next the model recognises that it's ultimately people that facilitate change and not simply processes driven top-down from management. And finally, it provides a clear checklist of things that need to be done to manage change. So meaning the steps are followed one after the other. Now in terms of disadvantages, then it's better suited to smaller change initiatives. Only focusing on the people dimension isn't really enough to make large-scale change happen. And secondly, it ignores the complexity of change, meaning that it ignores the need to have a vision and create a long-term step-by-step plan to realise that vision, possibly over many years with course corrections and big changes along the way. So in summary, the ADKAR model is a change management framework. ADKAR is an acronym standing for Awareness, Desire, Knowledge, Ability and Reinforcement. And unlike most other change management models, it focuses on the human element of change. It recognises that individuals must change in order to make an organisational change successful. So individuals change en masse makes the organisation change too. So that's it for this lesson. Really hope you enjoyed it and I look forward to speaking to you again soon.