If you haven't been in a bar and asked the riddle, "What is the only thing constant in life?" can you say you have been in a bar? The answer to the riddle is "change" for those who don't frequent those establishments. While our friendly riddler is breaking the ice to lead us through a wide variety of other topics, they have taught us a lesson with one question. Change is something that every organization and individual can expect throughout its longevity. 

Lately, I’ve been on the soap box and mountaintop preaching about change management and its models that can be utilized during a transitional period. Prosci found in over 20 years of research that companies who actively engage in change management are six times more likely to meet project objectives, five times more likely to stay on schedule, and twice more likely to stay on budget. Outside of the ROI for the company at large, it enables and supports individuals through the phase. Not only has Prosci done the research they created a change model that is lightweight and easy to understand.

The Prosci ADKAR® model is a framework for understanding change at the individual level. This model can increase the likelihood that changes are implemented successfully. It is predicated on the premise that inadequate communication and poor training impede change and, ultimately, leads to failure. The ADKAR model has five elements:

Awareness of the need for change.

Desire to support and participate in the change.

Knowledge of how to change.

Ability to implement required skills and behaviors.

Reinforcement to sustain the change.

Awareness

The first step in the model is awareness. Leadership may find it hard to gain support for the change initiative if they fail to articulate the problem that the change will solve in the beginning. As Simon Sinek says, “start with the why.” A clear and concise message around the business case for change can be crucial in getting buy-in from your team.

Desire

The second step is desire. The fears and concerns of the team can be major impediments to motivation. It is also important to communicate the benefits of the change and how it will improve their work lives. It could be most beneficial for leadership to discuss how they envision each team as part of the shared organization solution.

Knowledge

The third step is knowledge. Knowledge is an often overlooked step, which can confuse the team concerning the new skills or behaviors they must perform after the transition. Change causes discomfort, and knowledge may ease the magnitude of the uneasiness. Updating documentation and providing training and development opportunities to help employees transition to their new roles is important.

Ability

The fourth step is ability. The team should be given the opportunity to practice their new skills in a safe and supportive environment. This ensures that employees have the skills and knowledge necessary to thrive in their new roles.

Reinforcement

The final step is reinforcement. The change needs to be sustained as the new way of life for the organization moving forward. Rewards and recognition, communication campaigns, or training and development programs are the most effective ways to embed the change into the fabric of the organization.

I like the Prosci ADKAR® model because it is easy to comprehend and implement and a helpful tool for understanding change at the individual level. How can you add change management to your skillset for under $20 in less than 150 pages? The book ADKAR: A Model for Change in Business, Government and our Community and the free ebooks on Prosci’s website are my go-to references! Along with an overview of the framework, Jeffrey Hiatt shares how to build awareness, create desire, develop knowledge, foster ability, and reinforce change. At the same time, the ebooks you can download from Prosci have a template that will help keep you organized as you follow and perform ADKAR®. Add these two resources as the book of choice for your next company’s book club; read it leisurely or when you need to lead your team through their next transition.

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