The ADKAR model is a management tool designed to assist employees and businesses in transitioning through organizational change. To maximize the chances of employees embracing change, the ADKAR model was developed by author and engineer Jeff Hiatt in 2003. The model seeks to guide people through the change process and importantly, ensure that people do not revert to habitual ways of operating after some time has passed.
Understanding the ADKAR model
Within a business, change is usually met with resistance from employees. This means that the main determinant of successful change comes down to the acceptance of the employees concerned.
The five principles of the ADKAR model
ADKAR is an acronym of five principles that must be achieved to institute successful change. Let’s discuss these in more detail.
Awareness entails informing employees of the need for change by providing context.
Context is important because many are simply afraid to step out of their comfort zone and need a concrete reason to do so.
To create awareness, some difficult conversations may be required.
Some uncomfortable facts may need to be shared so that people understand the problem and become more motivated to act.
Ultimately, employees need to be told that the status quo is not the most viable option moving forward.
Understanding the reasons for change is one thing, but wanting to change is another.
To increase desire among employees, they must understand the benefits.
For example, the automation of a production line may mean that certain employees have to learn new skills.
However, they are more likely to be open to learning if automation leads to increased output and a subsequent pay rise.
This principle of the ADKAR model involves training and education. Employees will be more open to change if they have a clear understanding of how their responsibilities, skills, and processes will be impacted.
The training must also be specific to the individual. If new software is being installed throughout an organization, this responsibility will fall to IT staff.
Once rolled out, however, the responsibility of learning to use the software falls on staff from other departments.
Knowledge is worthless without the capacity to apply it to the real world.
Ability, then, means that the employee can apply new skills or behaviors competently.
Hands-on training is one of the most effective ways that employees can show demonstrated ability in certain processes.
It also helps them start slowly with small wins to build confidence.
Earlier, we mentioned the potential for employees to revert to old habits.
This can be negated by rewarding the continued practicing of new habits to increase motivation.
The presence of poor habits, on the other hand, should be addressed through private mediation.
As employees continue to settle into their new roles, continue to collect feedback.
There may still be some aspects of the change causing distress which were initially overlooked.
ADKAR model examples
Now that we’ve discussed the five core principles of the ADKAR model, we’ll provide a mixture of real-world and hypothetical examples detailing how this change process can be managed.
1 – Awareness
When McDonald’s introduced self-serve kiosks in its restaurants, it enabled customers to place an order without directly interacting with staff.
To alleviate concerns that some individuals would lose their jobs, the company employed change leaders with superior communication skills and emotional intelligence.
In more specific terms, McDonald’s employees were made aware that customers were increasingly wanting to serve themselves and that contactless payment was the future.
The interactive nature of the technology would also increase the amount of time customers spent in the restaurant and deliver a superior dining experience.
Staff were also made aware that self-serve kiosks would make them more mobile and free them up to perform other tasks such as cleaning and table service.
In other words, there positions within the restaurant were still warranted.
2 – Desire
For the second principle of the ADKAR model, consider a marketing team that has been using the same CRM software for three years.
They have just been informed by a superior that the company will be investing in a more complex and feature-rich platform to better cater to the expanding business.
While employees can understand that a growing business needs more robust tools, most nevertheless remain adverse to adopting a new status quo.
In this case, creating a desire for change by outlining the benefits is key.
To that end, the company notes that the software will improve efficiency and allow it to charge more for its services.
Both these factors will increase employee salaries and bonuses.
3 – Knowledge
Training and education are critical to any change initiative since most employees fear the unknown.
If a company was switching to agile, for example, it stands to reason that the best results would come from hiring an agile coach.
Ideally, the coach should be able to design agile workflows and help employees learn and become comfortable with them.
They should understand the steep initial learning curve and motivate individuals to stick with agile long enough to understand its usefulness.
4 – Ability
Returning to the previous example, the agile coach and those responsible for managing the change should liaise with employees to determine if the new processes are being understood and implemented correctly.
In this case, routine meetups and test sprints are a good place to identify common barriers and offer one-on-one support to those who are finding the transition process difficult.
5 – Reinforcement
Reinforcement is a matter of adopting a continuous improvement mindset and maintaining actions introduced under the fourth principle.
This may consist of weekly sessions where employees share positive and negative aspects of the change.
Less frequent sessions can mention time and cost savings or celebrate employee achievements.
Effective reinforcement techniques include new job titles, extra breaks, gift certificates, cake, free lunches, and competitions.
American SaaS company Zendesk introduced the “Champagne Campaign” to introduce a healthy sense of competition among its sales representatives.
Here, the first individual to reach a sales target is awarded a champagne bottle that is placed on their desk by the sales manager.
ADKAR vs. Kotter
Like the ADKAR model, the Kotter change management model helps organizations drive change, yet it does that through developing a new vision and strategy.
Whereas the ADKAR model does it primarily through motivated employee buy-in.
The Kotter change management model indeed drives change through eight primary steps:
- 1 – Create urgency
- 2 – Form a powerful coalition
- 3 – Develop a vision and strategy
- 4 – Communicating the vision
- 5 – Remove the obstacles
- 6 – Create short-term wins
- 7 – Consolidate gains
- 8 – Make it stick
ADKAR vs Prosci
The ADKAR model is one of the two foundational models within the Prosci method.
Indeed, beyond the ADKAR model, the Prosci moves through three key phases:
ADKAR vs. AIDA
Compared to the ADKAR model which is used to drive change within the organization, the AIDA model is a marketing model used to drive action from outside the organization.
In other words, the AIDA model is focused on crafting compelling messages which make potential customers take action through four key steps:
- The ADKAR model helps businesses institute successful change through motivated employee buy-in.
- The ADKAR model consists of five core principles: awareness, desire, knowledge, ability, and reinforcement.
- To drive change, the ADKAR model focuses on empowering and supporting employees throughout the transition. In theory, this makes employees more resilient to future change and ensures that they do not fall back into old habits.
What are the five principles of the ADKAR model?
The five principles of the ADKAR model are:
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