15 May Organizational Change: How To Increase Your Chance of Success
Believe it or not, 60-70% of all changes fail.
In this video, I explain to you the ADKAR change model and offer tips to help make your organizational change a success.
Today we’re going to talk about the fact that, believe it or not, 70% of all changes fail. We are going to learn how to make yours successful.
So 60 to 70% of changes fail, and actually, that’s kind of crazy because that number has been the same since the 1970’s.
There are a lot of change management programs out there, and we are certified in one from Prosci, P-R-O-S-C-I. You can look them up. They have tons of free information on their website.
The ADKAR Change Model
Now their change model is called Adkar, and it has five components.
The first one, the A, stands for Awareness, and that means did you make your employees aware of this change?
The second one is Desire, and do they have the desire even to do it?
The third one is Knowledge. With Knowledge, did you teach them how they’re supposed to make the change, what it looks like, how they’re supposed to go about their new process or whatever the change is?
Fourth is the Ability. Do your employees have the ability to move through this change and complete it?
For example, if you’re asking people, “Get out there and network more,” but you make them work 14 hours a day in the office, you didn’t give them the ability.
So what are you doing to make it easy for them to do the right thing?
And the last item is Reinforcement. Now reinforcement can be either positive or negative, but it’s really all about accountability.
Some things that we find interesting about these five phases is when I work with groups, and I ask them, “With changes that you’ve had happen before, what are the things that were missed?”
They usually list two.
One is they missed desire. Leadership did not get people to say, “I really think I can do this, and I really want to.”
And the other piece that is usually missed is reinforcement.
So as a result, when you miss reinforcement, there is no accountability.
Nobody’s going to say, “I do want this change,” and it’s just going to fail or not be as successful as you’re looking for.
Some things that you need to think about with change:
Are you making sure that you have a model you’re actually using and you’re putting in place?
One of the things people get surprised about is, “I can’t believe that people resisted this. “It’s such a good idea!”
Please don’t be surprised about resistance. I think you should expect it, and in fact, think about all the people who are going to resist this, and put a plan together for resistance.
So when you start to look at the model that you want to use for change, you have got to make sure that you incorporate leadership buy-in. They’re walking the walk and talking the talk. The number one reason change fails is that’s missing.
So if you’ll look at a change model, get leadership buy-in, a plan for resistance together, and then make sure that you’re looking for how can we do this a little bit better and a little bit better, you’re going to beat the odds.
So, I encourage you to think about how can you put a change management model together, take one that’s already out there, incorporate it into your organization, and make your changes succeed to beat the odds.