How can you implement the ADKAR model effectively?

A study by Prosci found that organizations applying the model witnessed a 72% success rate in their change initiatives. Effective implementation hinges its five building blocks: Awareness, Desire, Knowledge, Ability, and Reinforcement. The Journal of Organizational Change Management (2018) highlighted the role of continuous communication in bolstering 'Awareness'. Furthermore, fostering 'Desire' correlates positively with top-tier leadership support, as evidenced by a Harvard Business Review article that cited leadership buy-in as a primary influencer of successful change. Regular training sessions, feedback loops, and consistent reinforcements are critical for the 'Knowledge', 'Ability', and 'Reinforcement' stages respectively.

Culture change is a complex process involving long-term shifts in beliefs, values, and behaviors within an organization. The ADKAR model's initial step, Awareness, plays a role. It highlights the need for change, and envisioning its significance. This stage involves fostering awareness about the benefits of cultural transformation, both for the individuals and the organization. Communicating the advantages of collaboration, innovation, and shared goals helps individuals understand the value of change, making them more receptive to new behaviors. Employees opinions should be captured and valued. This step sets the foundation for subsequent stages and facilitates the development of a culture that supports high-performing teams.

The continuous monitoring of desired outcomes is the area that tends to fall off leadership radar. Yet, it’s a mission critical step to achieve long-term success. Too often, leaders perceive a single email communication as the catalyst for change and are subsequently perplexed as to why employers are late adopters (or non-adopters). ADKAR is among the most effect change management tools, but only if the R is ratified from the top:down.

In my experiences of leading culture change and supporting others to lead and participate in culture change - at all levels and varying sectors - I think the reality is messier than any model or sequence of steps can fully account for. Adhering to any single model also runs the risk of becoming blinkered and inflexible to what is emerging that needs attention. And.. I think models have a place: they can help both the leaders of and participants in change to build the confidence to chart a course and act. I see all five steps happening constantly, or certainly in rapid cycles, rather than neatly proceeding one after the other. Eg, supporting an NHS Trust with largescale culture change, I used a methodology but only as a guiding structure.