Advanced Applications of ADKAR - ACMP UK ACMP UK... · 2018. 12. 6. · Advanced Applications of ADKAR Featuring: Emma De La Haye Advanced Prosci Instructor, CMC Partnership

Advanced Applications of ADKAR

Featuring: Emma De La HayeAdvanced Prosci Instructor,

CMC Partnership

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Advanced Applications of ADKARProsci Webinar

Emma de-la-Haye, CMC Partnership

pollev.com/cmcpartnershipwww.cmcpartnership.com

[email protected]

© Prosci. All Rights Reserved. 4


Advanced Applications of ADKAR

Leverage a structured approach and methodology

Facilitate individual change

Measure change outcomes

Create a common language for change

Integrate with project management

Empower managers

Equip senior leaders



Individual Change Management Outcomes

Awareness of the need for change

Reinforcement to sustain the change

Ability to perform required skills and behaviors

Knowledge of how to change

Desire to support and participate in the change

A

A

D

K

R


Most common responses about why participants use ADKAR


Advanced Applications of ADKARPrevalence






Empower managers


Effectiveness








Empower managers


Effectiveness


ADKAR as structured approach and methodology

Why• Simple and easy to use

• Focuses on user adoption

• Market reputation

HowImplementing:

• Integration intentionally planned

• Integrated into the project plan

• Educated the organization

• Assessed usage

On projects:

• Evaluate go/no-go

• ID root cause of resistance

• Orient change management activities

Results• More effective planning

• More effective tracking of progress

• Improved project delivery

• Consistent language for change

“We set a threshold level for all points in the ADKAR spectrum, and once we achieved them, we knew it was time to go.”


12

ADKAR gives us the individual milestones we achieve with organizational change management activities


For practitioners: “What are we trying to achieve?”

Communications that build awareness of the need for change

Communications plan “because we should have a

communications plan”

The implications of outcome-orientation



Getting started with structured approach and methodology:

Ask: what outcome are we trying to achieve?








Empower managers


Effectiveness


ADKAR to facilitate individual change

Why• Informs tailored action when

change is required

• Effective and easy to use

• Proactively identifies barriers to change

HowStarting points:

• Provide overt intro to ADKAR

• Apply ADKAR indirectly

Ongoing:

• Assess individual

• ID barrier points

• Develop and implement tailored action plans

Results• Enabled change progress

• Increased engagement

• Improved change maturity

“[ADKAR] helps people…look at change from an individual’s point of view, rather than focusing solely on scope, schedule and budget.”


Getting started with facilitating individual change:

Apply ADKAR to yourself








Empower managers


Effectiveness


ADKAR to measure change outcomes

Why• Easy to use

• Reliable results

• Actionable output

• Progress tracking

HowWhen:• Throughout project lifecycle• Gauging change readiness• Designing/evaluating CM activities• Seeking buy-in from senior leadersWho:• Impacted employees/super users• Senior leaders• Managers/supervisors• Project teamHow:• Surveys & hard-copy assessments• Interviews• Focus groups

Results• Adapt change management

tactics

• Focus and prioritize activity

• Measure effectiveness

• Report progress

“ADKAR allows you to measure where

individuals are in the change process so

change management activities can be

tailored and timely.”


21

Measuring ADKAR throughout the project

lifecycle provides critical guidance to your

change management strategy


Getting started with measuring change outcomes:

Pick one group and one method to start








Empower managers


Effectiveness


ADKAR to create common language for change

Why• Easy to explain and understand

• Aligns with natural experience and makes sense

• Provides common understanding and dialogue

• Articulates the change process

HowCreate• Conduct org-wide training• Create buy-in and competency

with leaders• Deploy through project

applicationSustain• Demonstrate leadership

support• Use consistently and broadly• Integrate with PM approach

Results• Improved project results• Increased visibility for change

management• Change is treated as a process

“Simplicity and practical for our

members at all levels of the

organization. Most importantly, it is

easy to remember and discuss in

terms of change.”


ለዉጥ

changeتغيير

промяна更改

lave om

verandering

changementVeränderungשינוי

değişim thay đổiเปล่ียนแปลง

byta

cambio

o'zgarish

ngarobah

परिवर्तन

изменениеتغيير دادن

zmiana



Getting started with creating common language:

Build awareness of the need for common language








Empower managers


Effectiveness


ADKAR to integrate with project management

Why• Integration supported

organizational change capability

• Integration created buy-in

• Integration was natural and effective

How• Assigned a dedicated change

management resource• Mapped ADKAR elements over

project plan• Change management deliverables

were required

Results• Increased effort on people side • Increased outcome-orientation• Increased project success

“Putting ADKAR within our standards provided a much more holistic view of making projects and change happen.”


30

ROI predictions assume high levels of ability and proficiency

at or soon after go-live


What it could look like

Phase 3: Reinforcing

Change

Phase 2: Managing

Change

Phase 1: Preparing

for Change

A D K A RIndividual Change

Journey Milestones

OrganizationalChange Mgmt

Activities

ProsciADKARModel

Prosci3-PhaseProcess™

Plan Design Develop Deploy

Kick off

General

Project

Lifecycle

Major events

Initiate


Questions to ask:

• How much Ability must we have at go-live to hit ROI assumptions?

• How much Ability can we afford to develop after go-live?

• How long will building Ability take?

• What ability-building actions are required for this change?

• When do we need to start AD and K ahead of building Ability?


Getting started with integrating with project management:

Ask “what does abilityat go-live mean

for this change?”








Empower managers


Effectiveness


ADKAR to empower managers

Why• ADKAR provided their

managers a common language for talking about change

• ADKAR was easy and simple to use

• ADKAR had been successfully deployed in previous situations

How• Formal training• Ongoing coaching

Results• Provided a framework for

coaching and resistance management (where managers struggle)

• Allowed change teams to engage managers in changes more easily

• Allowed for cascade of change information

“Often change conversations can be difficult. With ADKAR in mind [managers] can ask questions

that will get to the heart of the challenge…”


Five roles of a manager in change

Communicator Liaison Advocate CoachResistanceManager

22%

19%

38%

36%

34%

40%

43%

22%

25%

22%

0% 10% 20% 30% 40% 50%

Coach

Resistance Mngr

Advocate

Liaison

Communicator

Ineffective

Effective



38

Don’t send managers into the battlefield unarmed


Providing ADKAR as a tool

• Help managers internalize ADKAR and their own views of changes

• Teach managers to use ADKAR in conversations –assessment vs. informal

• Train managers to pinpoint barrier points

• Empower managers to clear the barriers


Getting started with empowering managers:

Help the leaders help themselves








Empower managers


Effectiveness


ADKAR to equip senior leaders

Why• Simplicity and structure

• Stresses starting with awareness (not training)

• Aligns with initiative progression

How• Provide change management

training• Build into ongoing

development programs

Results• Clearer role understanding• Common language for change

“Immediate mindset change [for senior leaders] in terms of how to prioritized change programs, identify those with the most/least chance of success and a common

framework/language to describe change programs and methodologies.”


The implications of outcome-orientation

For sr. leaders and managers: “What are you trying to achieve right now?”

Build awareness of the need for the new ERP system by sharing details of our profitability

forecasts at this town hall meeting.

Speak at this town hall meeting.

Actively and visibly support the changeBuild a coalition of supportCommunicate directly with employees

Three roles of sponsors in times of change:



Getting started with equipping senior leaders:

Explain their role in the context of outcomes








Empower managers


Effectiveness

Explain their role in the context of outcomes

Help the leaders help themselves

What does ability at go-live mean for this project?

Start with awareness

Pick one group and one method to measure

Apply ADKAR to yourself

What outcome are we trying to achieve?

Intersection of Agile and Change

Management workshop

Enterprise Change

Management Bootcamp

Prosci Change Management training with CMC

dates for your calendar….

22-24 January, London

05-07 February, London

12-14 February, London

05-07 March, London

12-14 March, Reading

12th February &

21st May, London

12th March &

11th June, London

Find out more and register online….

www.cmcpartnership.com

[email protected]

3 day Prosci Change Management

Practitioner Certification Programme

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Advanced Applications of ADKAR - ACMP UK ACMP UK... · 2018. 12. 6. · Advanced Applications of ADKAR Featuring: Emma De La Haye Advanced Prosci Instructor, CMC Partnership