ADKAR: A Model for Change in Business, Government, and Our CommunityWhy do some changes fail while others succeed? How can you make sense of the many tools and approaches for managing change? How can you lead change successfully, both in your personal life and professional career? After more than 14 years of research with corporate change, the ADKAR model has emerged as a holistic approach that brings together the collection of change management work into a simple, results oriented model. This model ties together all aspects of change management including readiness assessments, sponsorship, communications, coaching, training and resistance management. All of these activities are placed into a framework that is oriented on the required phases for realizing change with individuals and the organization. The ADKAR perspective can help you develop a "new lens" through which to observe and influence change. You may be working for change in your public school system or in a small city council. You may be sponsoring change in your department at work. You may be observing large changes that are being attempted at the highest levels of government or you may be leading an enterprise-wide change initiative. The perspective enabled by the ADKAR model allows you to view change in a new way. You can begin to see the barrier points and understand the levers that can move your changes forward. ADKAR allows you to understand why some changes succeed while others fail. Most importantly, ADKAR can help your changes be a success. Based on research with more than 1100 companies from 59 countries, ADKAR is a simple and holistic way to manage change. |
Contents
Overview | 1 |
Awareness | 5 |
Desire | 17 |
Knowledge | 23 |
Ability | 31 |
Reinforcement | 37 |
The ADKAR Model | 43 |
Building Awareness | 63 |
Creating Desir | 79 |
Developing Knowledge | 103 |
Fostering Ability | 113 |
Reinforcing Change | 119 |
ADKAR Enabling Elements Summary | 127 |
ADKAR Application | 131 |
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Common terms and phrases
ability to implement achieved ADKAR assessment ADKAR model aligns awareness and desire awareness messages awareness-building barrier point building awareness building blocks business leaders change is needed change management activities change management team change process Chapter communications create awareness create desire cross-selling desire to change desire to support direct supervisor effective element engage example executive sponsor Factor health care reform hotel guests Hubbert's Peak identify impact implement the change incentive individuals intrinsic motivators managers and supervisors managing change Moved My Cheese need for change nuclear fusion one-on-one coaching organization organizational overall peak oil production performance personal situation ployees primary sponsor project team Prosci reasons for change recognition resistance management resistance to change rewards risks salespeople skills and behaviors Social Security successful change support a change support and participate support the change sustain the change Tactic tion towel training programs understand workplace
References to this book
Human Factors in Project Management: Concepts, Tools, and Techniques for ... Zachary Wong No preview available - 2010 |