Deciphering Change Management
When bringing about any sort of change the hope is that it can be implemented seamlessly, will achieve the desired results and be long lasting. But just how can a company bring about successful change? The ADKAR* model is a valuable framework used to guide organizations through the change management phases. The model addresses the various phases of the change to support awareness, knowledge transfer and fortitude.
Awareness It is imperative that organizational objectives be shared with all employees. Not only do those at the strategic level need to know but also those at operational levels. As a result of sharing this information, employees can see the larger context into which their activities fit and the role they play in the entire operation. Many organizations spend time devising communication plans to keep employees aware and informed of what is happening. If changes are coming, a solid communication plan helps prepare employees for what is to come and allows them to anticipate the future role they will play.
Desire Alerting people to what is coming is one thing, but cultivating receptiveness to change is quite another. In our experience, this is one of the trickiest areas to navigate. Essentially the goal is to achieve employee buy-in. It goes deeper than that though because employees also need to feel personally invested – to take ownership of their particular piece of the puzzle so change can be implemented successfully. I say it’s tricky because you’re taking an idea from the conceptual level to a more personal one where emotions may play in. It’s especially critical at this stage that employees be treated with respect. Listen to their concerns and keep the lines of communication open.
Knowledge This can be viewed as the “getting down to brass tacks” stage. While the change may have been discussed in more general terms during the previous steps this is the phase where things become more defined. Employees develop an even deeper knowledge of what the change is, why it is happening and learn more about the specific expectations being placed on them. To successfully complete this stage, each employee must have a clear future view and their role within it.
Ability Quite often this is categorized as the training piece of the puzzle; however, from our perspective this stage should be broadened to include more than just training alone. For instance, companies should also look at things such as resources. Do they have the necessary resources to support the upcoming changes? I was once part of a software launch that included video instructions. Unfortunately at that particular time, many computers did not have audio capability. You may have the awareness, desire, knowledge and ability to bring about the change but if you haven’t factored in how your resources fit into the plan, there could be major, unforeseen roadblocks.
Reinforcement Quite often this piece of the puzzle is forgotten once things get rolling, but in many ways, this is the most important phase and should be occurring throughout the entire process. As the changes are happening, seek input and feedback so that any possible continuous improvements or fine tuning can be made.
RSVP for Change: Understand what your role in the change is and be aware of the specific expectations. Knowledge can get you half way there but to complete the journey you need to “own the change”. Taking personal ownership and accountability for the role you’re to play and the associated objectives will bolster the eventual total result.
Management Insight: The Greek sage Epictetus said: “We have two ears and one mouth so that we can listen twice as much as we speak.” In leading change, these words can not be more applicable. Understanding how employees are reacting to change, and empathizing with them so that they can feel an integral part of the solution is paramount.
Linda Craig (@LindaCraigRSVP)
More Supply Chain insights at www.Retention.ca
* Give Credit where Credit is due: The first reference to ADKAR appeared in a 1998 Prosci publication. The ADKAR model was devised following the research of more than 300 companies that were undergoing major change projects. At RSVP, we have successfully working within the components, and used this model with many clients.
