When you want to implement a new system or process as an organization, it doesn't just require a technically robust system or a substantively streamlined process. To achieve the intended value of the system or process, it requires changing people's behavior. Fortunately, more and more organizations are paying attention to adoption. In this blog, you will read the five ingredients that are indispensable for people to successfully change. 

In doing so, we use the ADKAR model. This is a simple and people-oriented model that tells you exactly what ingredients to add in what order to facilitate individual change. ADKAR is central to our Valid Change Spiral. 

The ADKAR elements explained 

• Awareness - Awareness about the need to change 

Why is the change needed? Why does it have to happen now? What specifically are we trying to accomplish with this? These are questions everyone wants answered before committing to a change. In fact, sufficient awareness is essential to prevent resistance. Communicating effectively about the reasons for change and how this leads to certain improvements is the first step.  

Lack of awareness is the number one reason for resistance among employees and the second leading reason for resistance among managers. This is according to the most recent benchmark survey by Prosci. 

• Desire - The will to support change. 

People only decide to actively support a change when they are convinced of the benefits to them, the team and the organization. This is why Desire is a challenging ADKAR element. Each team and individual may have different interests and needs. Managers play an important role in building support within their teams. By forming a strong change coalition at the beginning of a project, managers can guide teams in an effective and aligned way. 

• Knowledge - knowledge about how to change

Many organizations immediately focus on this ADKAR element. It is important for people to gain the right knowledge and skills to get along with a new system. Consider training, coaching or user communities. However, initiatives aimed at knowledge creation do not succeed when there is insufficient awareness and desire. This can even lead to more resistance. Prevent this by always working with points 1 and 2 first.  

• Ability - The ability to put the required skills or behavior into practice 

Understanding why something should be done and knowing how to do something does not automatically lead people to apply the new knowledge and skills in practice. Factors such as lack of time or training resources may prevent people from doing what is asked of them or at the level required of them. Therefore, it is important to avoid barriers and support people even after a training session. This is how you create sustainable behavioral change. So a change is not finished once the system or process is implemented. 

• Reinforcement - reinforcement to sustain change 

People are creatures of habit. Out of convenience or if changing seems to pay less than not changing. For example, because the performance of employees is judged on different or even contradictory criteria. People then quickly fall back into old behavior. Recognition of desired behavior and measures to prevent relapses help to make change the new normal. 

Getting started with ADKAR

The ADKAR model provides a good basis for paying due attention to the change process of people in your organization. Want to know more about how to use the ADKAR model in your organization. Contact us for a no-obligation consultation and find out how we can help your organization successfully implement change.