The+Prosci+ADKAR+Model

Introduction
Founded in 1994, [|Prosci Inc.] is the world leader in research and content creation in the field of Change Management. Change Management is a structured approach for helping organizations and individuals change to achieve specific organizational outcomes and the associated business results. It represents the processes, tools, and techniques for proactively managing the people side of change. Prosci’s core research competency has facilitated the development of the industry’s most comprehensive set of common language, customized tools and training programs to meet the global needs of Change Management planning and execution for individuals and organizations at every level.

Prosci’s most recent Best Practices in Change Management report, 2012 Edition, represents one of the largest bodies of knowledge on Change Management in the world. Prosci has conducted seven longitudinal studies over the past 14 years. Prosci’s globally recognized ADKAR® Model has become one of the most used change management models, distinguishing Prosci as an industry leader and trusted source for Change Management methodologies and best practices. Prosci’s mission is to help organizations build internal competency to lead change, from top-level executives to front-line employees.

**The Prosci ADKAR Model**
(ADKAR and "Awareness, Desire, Knowledge, Ability, Reinforcement" are registered trademarks of Prosci Inc.)

ADKAR represents five building blocks of change that must be achieved for a change to be a success. By using the model you can:
 * Determine where you are in the change process
 * Identify any barriers to change
 * Create a successful action plan for personal and professional advancement through the change process

The ADKAR model has five stages:
 * 1) **Awareness** of the need for change
 * 2) **Desire** to make the change happen
 * 3) **Knowledge** about how to change
 * 4) **Ability** to implement new skills and behaviours
 * 5) **Reinforcement** to retain the change once it has been made

When faced with change, your task is to determine where you fall in the model and then ask yourself "**What does this change mean to me**?". This type of critical thinking directs energy at the most important component of change. If you can do this successfully, you will have a much clearer view of your options for dealing with change and be better prepared to interact with your work colleagues and management.

2. Why is the change needed? 3. What us the risk of not changing? || 2. A personal choice <span style="font-family: Arial,Helvetica,sans-serif;">3. A decision to engage and participate || <span style="font-family: Arial,Helvetica,sans-serif;">2. Training on new processes and tools <span style="font-family: Arial,Helvetica,sans-serif;">3. Learning new skills || <span style="font-family: Arial,Helvetica,sans-serif;">2. Achievement of the desired change in performance or behaviour || <span style="font-family: Arial,Helvetica,sans-serif;">2. Recognition and rewards that sustain the change ||
 * ~ ADKAR Stages ||~ Considerations ||
 * < <span style="font-family: Arial,Helvetica,sans-serif;">Awareness of the need for change || <span style="font-family: Arial,Helvetica,sans-serif;">1. What is the nature of the change?
 * <span style="font-family: Arial,Helvetica,sans-serif;">Desire to make the change happen || <span style="font-family: Arial,Helvetica,sans-serif;">1. What is in it for me (WIIFM)?
 * <span style="font-family: Arial,Helvetica,sans-serif;">Knowledge about how to change || <span style="font-family: Arial,Helvetica,sans-serif;">1. Understanding how to change
 * <span style="font-family: Arial,Helvetica,sans-serif;">Ability to implement new skills and behaviours || <span style="font-family: Arial,Helvetica,sans-serif;">1. The demonstrated capacity to implement the change
 * <span style="font-family: Arial,Helvetica,sans-serif;">Reinforcement to retain the change once it is made || <span style="font-family: Arial,Helvetica,sans-serif;">1. Actions that increase the likelihood that a change will be continued

**Barriers to Change**
<span style="font-family: Arial,Helvetica,sans-serif;">The individual fills in a Personal Change Assessment based on the ADKAR stages highlighted above and rates each stage between 1 and 5. The results are placed on a table which helps to produce a ADKAR profile, any areas with a score of 3 or less are highlighted as the barriers to change. <span style="font-family: Arial,Helvetica,sans-serif;">Based on which stages are the barriers to change the individual and change management team will need to create an action plan to support the person through the change. Each stage creates different challenges which can stop or slow down change and will require a different approach for getting the individual to work through the change successfully.
 * <span style="font-family: Arial,Helvetica,sans-serif;">If **Awareness** is identified || * <span style="font-family: Arial,Helvetica,sans-serif;">Working on desire, knowledge or skill development will not make the change happen.
 * <span style="font-family: Arial,Helvetica,sans-serif;">Awareness needs to improved in the individual by asking questions relating to the change e.g. what are the benefits and business reasons for the change? What is happening inside and external to the business that is creating the need to change? ||
 * <span style="font-family: Arial,Helvetica,sans-serif;">If **Desire** is identified || * <span style="font-family: Arial,Helvetica,sans-serif;">Then repeating your reasons for change is not adequate to move forward.
 * <span style="font-family: Arial,Helvetica,sans-serif;">Once you know these reasons for change the individual must address their inherent desire to change. Desire stems from negative and positive consequences. ||
 * <span style="font-family: Arial,Helvetica,sans-serif;">If **Knowledge** is identified || * <span style="font-family: Arial,Helvetica,sans-serif;">Then the individual must not dwell on the reasons for change and the motivating factors. This could be discouraging is the individual is already at the Knowledge phase.
 * <span style="font-family: Arial,Helvetica,sans-serif;">What is needed is learning and development for the skills and behaviours that are needed for change. ||
 * <span style="font-family: Arial,Helvetica,sans-serif;">If **Ability** was the first area with a score of 3 or below || * <span style="font-family: Arial,Helvetica,sans-serif;">The individual will need time to develop new skills and behaviours. Any new skill takes time to develop new abilities.
 * <span style="font-family: Arial,Helvetica,sans-serif;">The individual will need on-going support and coaching. On-going coaching and mentoring will be needed along side special interventions to remove physical or psychological barriers. ||
 * <span style="font-family: Arial,Helvetica,sans-serif;">If **Reinforcement** is identified || * <span style="font-family: Arial,Helvetica,sans-serif;">Then the individual will need to investigate if the necessary elements are present to keep reverting to old behaviours and change these. ||

<span style="font-family: Arial,Helvetica,sans-serif;">The ADKAR® Model, developed by Jeff Hiatt and validated and enriched by research at Prosci for more than a decade, is fully presented in the ADKAR Book.


 * <span style="color: #800000; font-family: Arial,Helvetica,sans-serif;">References: **

Prosci Inc. (2013) PROSCI ADKAR MODEL [Online] Prosci Inc. Retrieved from: [] [Accessed on 23/11/13]