Now, as we start to shift into how we apply
change management, I want to give you a little
bit of this organizational context, ADKAR,
to find successful change.
It's that outcome orientation.
And we've talked about how it's an individual
change model, so it describes successful change.
If it's one person, me, trying to make a change
in my life, I'll be successful if I can get
A, D, K, A, R, if I can get all 5 of those
blocks.
But if the change is impacting a group of
5, that changes successful when each of those
five people who have to do things a new way
have A, D, K, A, and R, or if the change impacts
20 people or 1,000 people.
Successful change is when each person who
has to show up in a new way has the awareness,
desire, knowledge, ability, and reinforcement
they need to help them through that journey.
Another bit of organizational context is that
people change at different paces.
They start the change journey at different
times, and they move at different speeds through
A, D, K, A, and R. I'll give you a real simple
example.
Let's think about desire.
We have two employees, one of them who has
spent the last 25 years designing this system
that we're about to replace, and one of them
who every single day has to fight with this
system because it drives him crazy and they've
been actively engaged in a participatory solution
design program.
The second person pretty much instantly has
desire.
They are right.
They are engaged, involved.
They've been dealing with the pain of it.
The first person, it will take a very tremendous
amount of effort to build desire for that
person because they were replacing the system
they built.
So, when we start and how long it takes us
to get through each of the phases will be
different because change is individual and
personal.
