
Nov 19, 2014
Today’s post will help anybody in the workplace who is faced with the challenge of changing the thinking, attitude, behaviour, approach, and ultimately, the performance of their employees. First up though, a personal reflection. What always amazes me is the affect the word ‘change’ has on employees. To some employees, the word ‘change’ can bring extreme happiness, yet to other employees the word ‘change’ can bring extreme sadness. What’s even more remarkable and sad to a degree is in most instances, the employees work for the same organisation; work in the same team and in some cases, actually work together. People who have been formally trained in the area of change management, often referred to as ‘change managers’ or ‘change agents,’ understand that truly successful transitions at organisation level are dependent upon truly successful transitions at employee level. Further, they understand the importance of using a proven ‘change model’ to help employees say goodbye to their ‘current’ state and say hello to their ‘future’ state. So the individual Change Model that I want to discuss in this post is the ADKAR model. The ADKAR model is a framework for understanding the dynamics of change at an individual level. For example:- Awareness of the need to change
- Desire to participate and support change
- Knowledge of how to change, and what the change looks like
- Ability to implement the change on a day-to-day basis
- Reinforcement to keep the change in place
- The nature of the change and the ‘what’s it in for me?’
- Organisational or environmental context
- An individual’s personal situation
- An individual’s intrinsic motivation
- The employee’s current knowledge base
- The employee’s capability to learn
- Training and education on the skills and behaviours needed to change
- Detailed information on how to use the new processes, system(s) and tools
- Understanding of the new roles and responsibilities associated with the change
- The employee’s psychological blocks, if any
- The employee’s physical abilities
- The employee’s intellectual capability
- Time frame for skill development
- Resource availability
- Meaningful reinforcements
- Combine meaningful reinforcements with accomplishment
- Absence of negative consequences
- Build in accountability systems
How do your Excel skills stack up?
Test NowNext up:
- Removing the background from a picture in Microsoft Office
- The Windows Server 2012 R2 Desktop Experience
- Comparing and combining two lists using VLOOKUPs
- Fabulous, fitting feedback
- Apply permissions on web parts in SharePoint
- Scheduling Rostered Days Off (RDO) in Project 2013
- ‘CONNECT ANY DATABASE’ in SQL Server 2014
- Using the ‘Flash Fill’ feature to apply the desired formatting in Excel 2013
- Here’s how situational leaders spend more time watching sunsets than watching their people
- Save time with print presets in Adobe InDesign CS6
Previously
- Using SharePoint to create a ‘Team Based Master Calendar’
- Control your digital world from your mobile device
- Charts that aren’t charts
- Using Delegates in .NET
- More haste, less speed
- Active Directory Administrative Center (ADAC) Updated
- How to create a template in Microsoft Outlook 2010 and 2013
- Wrapping your head around Content Type IDs
- Evolving Office 365 plans
- Killer Fillers