Augmenting the ADKAR Model with makeit Behavioral Design Strategies
The Prosci ADKAR® Model is a widely used change management framework because it provides a simple, easy-to-understand framework that can be applied to any type of change initiative. It helps managers and change leaders to diagnose resistance, identify gaps, and effectively support individuals through the transformation process, ensuring a smoother transition and a higher likelihood of long-term success.
ADKAR MODEL + Makeit toolkit
The ADKAR® Model focuses on five core outcomes an individual needs to achieve for a change to be successful:
Awareness of the need for change.
Desire to participate and support the change.
Knowledge on how to change.
Ability to implement the change.
Reinforcement to sustain the change.
Given the behavioral change aspect of the Prosci ADKAR® Model it only makes sense that the fifteen (15) core behavioral design strategies would serve as a useful companion to any change management practitioner.
For the purposes of this blog post, let’s take a simple example of seeking to introduce Generative AI (GenAI) into an organization:
How might the different makeit behavioral design Strategies be leveraged in our change management planning?
Awareness of the need for change
This step involves understanding why change is necessary. It's crucial for individuals to recognize the importance of the change and its impact on the organization and themselves.
ADKAR - AWARENESS (makeit obvious, timely, and meaningful)
A few simple examples:
Makeit Obvious: Use clear, compelling communications to highlight the importance and benefits of GenAI. Create awareness through emails, presentations, and meetings that explain why the change is necessary.
Makeit Timely: Introduce the concept of GenAI at a strategic moment, such as during annual planning or after a notable challenge where GenAI could have offered solutions.
Makeit Meaningful: Connect the introduction of GenAI to organizational values like innovation, efficiency, or customer satisfaction, making it relevant and important.
Desire to support and participate in the change
Desire refers to the personal motivation to support the change. This is influenced by personal factors, such as an individual's personal situation, the perceived benefits of the change, and organizational factors like the overall climate and culture.
ADKAR DESIRE (Makeit attractive, social, and yours)
A few simple examples:
Makeit Attractive: Frame GenAI as a positive change that will bring significant benefits, such as reducing workload, enhancing capabilities, and offering new professional development opportunities.
Makeit Social: Leverage social proof by sharing testimonials and endorsements from respected leaders and early adopters within the organization.
Makeit Yours: Involve employees in discussions about how GenAI can be tailored to meet their specific needs and improve their work outcomes, increasing their personal investment in the change.
Knowledge on how to change
Knowledge entails knowing how to change, including the skills and behaviors required during the transition. Training and education are critical components in this phase to ensure everyone knows what to do and how to do it.
ADKAR MODEL (Makeit easy, achievable, intriguing)
A few simple examples:
Makeit Easy: Provide straightforward, easily accessible training and resources to educate employees on how to use GenAI tools effectively.
Makeit Achievable: Break down training into manageable steps, ensuring that employees feel confident in their ability to master the new technology.
Makeit Intriguing: Keep training engaging by incorporating interesting, real-world examples of how GenAI can solve complex problems or create new opportunities.
Ability to implement required skills and behaviors
Ability is about turning knowledge into action. It involves the actual performance and ability to change, often requiring ongoing support and corrections as individuals try new processes or tools.
ADKAR Model (makeit empowering, tangible, immersive)
A few simple examples:
Makeit Empowering: Give employees control over how they integrate GenAI into their workflows, allowing them to discover and utilize features that are most relevant to their roles.
Makeit Tangible: Set up pilot projects or trials where employees can see direct results from their use of GenAI, providing practical experience and building competence.
Makeit Immersive: Use simulations or immersive learning environments to allow employees to practice with GenAI in a controlled, supportive setting.
Reinforcement to sustain the change
The final stage involves mechanisms that reinforce and make the change stick. This can include positive feedback, rewards, and finding ways to institutionalize the change through policies and norms.
ADKAR MOdel (makeit timely, tangible, unexpected)
A few simple examples:
Makeit Timely: Offer continuous support and follow-up training at key moments after the initial rollout to reinforce learning and correct any misuse of the technology.
Makeit Tangible: Recognize and reward departments or individuals who effectively adopt and advocate for GenAI, turning their successes into a model for others.
Makeit Unexpected: Surprise employees with new updates, features, or additional support for GenAI use that exceeds their expectations and keeps the technology fresh and engaging.
Using the "Makeit Strategies" in tandem with the ADKAR Model not only addresses the technical and practical aspects of introducing GenAI but also aligns with the psychological and social dynamics that influence how change is perceived and adopted in an organization. This dual approach helps ensure a smoother transition and more successful implementation of GenAI across all levels of the organization.
Reach out and book a call if you wish to learn more about the makeit toolkit and how to apply it your own changement management initiative.
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