SlideShare a Scribd company logo
1 of 6
AADACM
www.optimumfx.com
Intent of session
• This session will enable you to:
– Appreciate the stages that people go through from unconscious
ignorance through to creating significant shifts in behaviour
– Understand how to lead yourself or a team from awareness of a
problem through to sustained results
Why AADACM?
• It’s a simple model that is true for any human change of
behaviour process
• With this model you can identify the specific types of
support teams/individuals need in order to move forward
AADACM
Awareness
Acceptance
Decision
Action
Commitment
Momentum
A
A
D
A
C
M
AADACM
• Trigger – Nothing happens without awarenessAwareness
• Removes the resistance to ‘Now’ or reality (opens us up
ready for change)Acceptance
• Point in time – Moment of changeDecision
• Behavioural change – doing something different (each
additional event builds references)Action
• Re-enforcement of desire. A symbol. Public statement.
Discussing with others.Commitment
• Something that will help re-enforce the commitment
for a 4-8 week period to build the new habitMomentum
Making this process conscious maximises potential success
What are the results?
• Many people have a level of awareness about a situation
and take considerable time before taking responsibility
and moving to acceptance
• If you don’t have awareness of this model you may find
yourself in situations where you’re pushing for a decision
or sustained action and your team still haven’t accepted
that they’re responsible for the outcome
• If you use this model you can take your level of human
influence to the next level by applying the right focus at
the right time

More Related Content

What's hot

Introduction to change management
Introduction to change managementIntroduction to change management
Introduction to change management
Kapil Kant Kaul
 
PowerPoint Presentation On giving effective PowerPoint Presentations
PowerPoint Presentation On giving effective PowerPoint PresentationsPowerPoint Presentation On giving effective PowerPoint Presentations
PowerPoint Presentation On giving effective PowerPoint Presentations
Amanda Gilmore
 

What's hot (20)

Introduction to change management
Introduction to change managementIntroduction to change management
Introduction to change management
 
The three laws of improvement
The three laws of improvementThe three laws of improvement
The three laws of improvement
 
The problem statement and the goal statement
The problem statement and the goal statementThe problem statement and the goal statement
The problem statement and the goal statement
 
Lean Change Management
Lean Change ManagementLean Change Management
Lean Change Management
 
How to Get Buy In for Improvement
How to Get Buy In for ImprovementHow to Get Buy In for Improvement
How to Get Buy In for Improvement
 
Six steps to implementing Change Management Successfully
Six steps to implementing Change Management SuccessfullySix steps to implementing Change Management Successfully
Six steps to implementing Change Management Successfully
 
Congratulations You Have Lots of Employee Ideas! Now What?
Congratulations You Have Lots of Employee Ideas! Now What?Congratulations You Have Lots of Employee Ideas! Now What?
Congratulations You Have Lots of Employee Ideas! Now What?
 
Managing for Daily Improvement (MDI): Evolution Curve
Managing for Daily Improvement (MDI): Evolution CurveManaging for Daily Improvement (MDI): Evolution Curve
Managing for Daily Improvement (MDI): Evolution Curve
 
Changing Culture - what does it take to become Agile by Melanie Franklin
Changing Culture - what does it take to become Agile by Melanie FranklinChanging Culture - what does it take to become Agile by Melanie Franklin
Changing Culture - what does it take to become Agile by Melanie Franklin
 
Taking a Gemba Walk
Taking a Gemba WalkTaking a Gemba Walk
Taking a Gemba Walk
 
Gemba Walk: Placing Yourself in the Process - New York Business Process Profe...
Gemba Walk: Placing Yourself in the Process - New York Business Process Profe...Gemba Walk: Placing Yourself in the Process - New York Business Process Profe...
Gemba Walk: Placing Yourself in the Process - New York Business Process Profe...
 
Coaching for Continuous Improvement
Coaching for Continuous ImprovementCoaching for Continuous Improvement
Coaching for Continuous Improvement
 
Building a Better Way, Every Day: The Value of Small Improvements
Building a Better Way, Every Day: The Value of Small ImprovementsBuilding a Better Way, Every Day: The Value of Small Improvements
Building a Better Way, Every Day: The Value of Small Improvements
 
PowerPoint Presentation On giving effective PowerPoint Presentations
PowerPoint Presentation On giving effective PowerPoint PresentationsPowerPoint Presentation On giving effective PowerPoint Presentations
PowerPoint Presentation On giving effective PowerPoint Presentations
 
Gemba Walk 201
Gemba Walk 201Gemba Walk 201
Gemba Walk 201
 
A Deep Dive into A3 Thinking
A Deep Dive into A3 ThinkingA Deep Dive into A3 Thinking
A Deep Dive into A3 Thinking
 
How to Do a Gemba Walk
How to Do a Gemba WalkHow to Do a Gemba Walk
How to Do a Gemba Walk
 
How To Be an Influential Kaizen Coach - Joe Swartz & Mark Graban
How To Be an Influential Kaizen Coach - Joe Swartz & Mark GrabanHow To Be an Influential Kaizen Coach - Joe Swartz & Mark Graban
How To Be an Influential Kaizen Coach - Joe Swartz & Mark Graban
 
AAC2018_Organisational panta rhei with Elisabeth Richter
AAC2018_Organisational panta rhei with Elisabeth RichterAAC2018_Organisational panta rhei with Elisabeth Richter
AAC2018_Organisational panta rhei with Elisabeth Richter
 
Using Hoshin Kanri to Align and Coordinate Your Lean Strategy
Using Hoshin Kanri to Align and Coordinate Your Lean StrategyUsing Hoshin Kanri to Align and Coordinate Your Lean Strategy
Using Hoshin Kanri to Align and Coordinate Your Lean Strategy
 

Similar to AADACM - Changing habits

kotters8-stepchangemodel-110321191315-phpapp02 (1).pdf
kotters8-stepchangemodel-110321191315-phpapp02 (1).pdfkotters8-stepchangemodel-110321191315-phpapp02 (1).pdf
kotters8-stepchangemodel-110321191315-phpapp02 (1).pdf
nireekshan1
 
Aiesec experience
Aiesec experienceAiesec experience
Aiesec experience
AIESEC DLSU
 
slidesforchangemanagement-141125085630-conversion-gate01
slidesforchangemanagement-141125085630-conversion-gate01slidesforchangemanagement-141125085630-conversion-gate01
slidesforchangemanagement-141125085630-conversion-gate01
saroja sahadevan
 
Social Media 201: Getting Started
Social Media 201: Getting StartedSocial Media 201: Getting Started
Social Media 201: Getting Started
501 Commons
 
Identifying sharing-good-practices
Identifying sharing-good-practicesIdentifying sharing-good-practices
Identifying sharing-good-practices
Lo Ivan
 

Similar to AADACM - Changing habits (20)

7 Points Of Interim Assignmenets
7 Points Of Interim Assignmenets7 Points Of Interim Assignmenets
7 Points Of Interim Assignmenets
 
Leading Change
Leading ChangeLeading Change
Leading Change
 
Leading Change (A Workshop for AmeriCorps VISTAs 2017)
Leading Change (A Workshop for AmeriCorps VISTAs 2017)Leading Change (A Workshop for AmeriCorps VISTAs 2017)
Leading Change (A Workshop for AmeriCorps VISTAs 2017)
 
Leading Change (A Workshop for AmeriCorps VISTAs 2017)
Leading Change (A Workshop for AmeriCorps VISTAs 2017)Leading Change (A Workshop for AmeriCorps VISTAs 2017)
Leading Change (A Workshop for AmeriCorps VISTAs 2017)
 
creative problem solving
creative problem solvingcreative problem solving
creative problem solving
 
kotters8-stepchangemodel-110321191315-phpapp02 (1).pdf
kotters8-stepchangemodel-110321191315-phpapp02 (1).pdfkotters8-stepchangemodel-110321191315-phpapp02 (1).pdf
kotters8-stepchangemodel-110321191315-phpapp02 (1).pdf
 
Aiesec experience
Aiesec experienceAiesec experience
Aiesec experience
 
Problem Solving Skills
Problem Solving SkillsProblem Solving Skills
Problem Solving Skills
 
slidesforchangemanagement-141125085630-conversion-gate01
slidesforchangemanagement-141125085630-conversion-gate01slidesforchangemanagement-141125085630-conversion-gate01
slidesforchangemanagement-141125085630-conversion-gate01
 
Running Agile Retrospectives
Running Agile RetrospectivesRunning Agile Retrospectives
Running Agile Retrospectives
 
Behavioural Change Re-visited
Behavioural Change Re-visitedBehavioural Change Re-visited
Behavioural Change Re-visited
 
Social Media 201: Getting Started
Social Media 201: Getting StartedSocial Media 201: Getting Started
Social Media 201: Getting Started
 
Session III final
Session III finalSession III final
Session III final
 
Leading Through Organizational Change
Leading Through Organizational ChangeLeading Through Organizational Change
Leading Through Organizational Change
 
Changing culture and building efficiencies by applying the Lean principles to...
Changing culture and building efficiencies by applying the Lean principles to...Changing culture and building efficiencies by applying the Lean principles to...
Changing culture and building efficiencies by applying the Lean principles to...
 
Grow Your Bottom Line One Decision at a Time: Shortcuts for Making Better Bus...
Grow Your Bottom Line One Decision at a Time: Shortcuts for Making Better Bus...Grow Your Bottom Line One Decision at a Time: Shortcuts for Making Better Bus...
Grow Your Bottom Line One Decision at a Time: Shortcuts for Making Better Bus...
 
Hugh Ivory, Managing Partner - Agilesphere, member of DSDM Consortium
Hugh Ivory, Managing Partner - Agilesphere, member of DSDM ConsortiumHugh Ivory, Managing Partner - Agilesphere, member of DSDM Consortium
Hugh Ivory, Managing Partner - Agilesphere, member of DSDM Consortium
 
Identifying sharing-good-practices
Identifying sharing-good-practicesIdentifying sharing-good-practices
Identifying sharing-good-practices
 
CMPresentation24823.ppt. This presentation was prepared under the framework o...
CMPresentation24823.ppt. This presentation was prepared under the framework o...CMPresentation24823.ppt. This presentation was prepared under the framework o...
CMPresentation24823.ppt. This presentation was prepared under the framework o...
 
Unleashing the power of your people for improvement
Unleashing the power of your people for improvementUnleashing the power of your people for improvement
Unleashing the power of your people for improvement
 

More from LineView Academy (was OFX Academy)

More from LineView Academy (was OFX Academy) (20)

SIC (Short Interval Control) Methodology
SIC (Short Interval Control) MethodologySIC (Short Interval Control) Methodology
SIC (Short Interval Control) Methodology
 
Giving and receiving feedback - the methodology
Giving and receiving feedback - the methodologyGiving and receiving feedback - the methodology
Giving and receiving feedback - the methodology
 
Line Crew Optimisation Methodology
Line Crew Optimisation MethodologyLine Crew Optimisation Methodology
Line Crew Optimisation Methodology
 
RACI Methodology
RACI MethodologyRACI Methodology
RACI Methodology
 
Actionable information 3
Actionable information 3Actionable information 3
Actionable information 3
 
Actionable information 2
Actionable information 2Actionable information 2
Actionable information 2
 
Actionable information 1
Actionable information 1Actionable information 1
Actionable information 1
 
Paradigm thinking
Paradigm thinkingParadigm thinking
Paradigm thinking
 
Neurological levels
Neurological levelsNeurological levels
Neurological levels
 
Living in the present
Living in the presentLiving in the present
Living in the present
 
Evolving consciousness
Evolving consciousnessEvolving consciousness
Evolving consciousness
 
Creating a high five team
Creating a high five teamCreating a high five team
Creating a high five team
 
Meeting auditing skills
Meeting auditing skillsMeeting auditing skills
Meeting auditing skills
 
Aces in Places
Aces in PlacesAces in Places
Aces in Places
 
SOP example
SOP exampleSOP example
SOP example
 
One point lessons (OPLs)
One point lessons (OPLs)One point lessons (OPLs)
One point lessons (OPLs)
 
Standard operating procedures (SOPs)
Standard operating procedures (SOPs)Standard operating procedures (SOPs)
Standard operating procedures (SOPs)
 
SMED overview
SMED overviewSMED overview
SMED overview
 
Six Sigma Overview
Six Sigma OverviewSix Sigma Overview
Six Sigma Overview
 
Value stream mapping
Value stream mappingValue stream mapping
Value stream mapping
 

Recently uploaded

Abortion pills in Jeddah |• +966572737505 ] GET CYTOTEC
Abortion pills in Jeddah |• +966572737505 ] GET CYTOTECAbortion pills in Jeddah |• +966572737505 ] GET CYTOTEC
Abortion pills in Jeddah |• +966572737505 ] GET CYTOTEC
Abortion pills in Riyadh +966572737505 get cytotec
 

Recently uploaded (20)

Continuous Improvement Infographics for Learning
Continuous Improvement Infographics for LearningContinuous Improvement Infographics for Learning
Continuous Improvement Infographics for Learning
 
Empowering Local Government Frontline Services - Mo Baines.pdf
Empowering Local Government Frontline Services - Mo Baines.pdfEmpowering Local Government Frontline Services - Mo Baines.pdf
Empowering Local Government Frontline Services - Mo Baines.pdf
 
BDSM⚡Call Girls in Sector 99 Noida Escorts >༒8448380779 Escort Service
BDSM⚡Call Girls in Sector 99 Noida Escorts >༒8448380779 Escort ServiceBDSM⚡Call Girls in Sector 99 Noida Escorts >༒8448380779 Escort Service
BDSM⚡Call Girls in Sector 99 Noida Escorts >༒8448380779 Escort Service
 
Reviewing and summarization of university ranking system to.pptx
Reviewing and summarization of university ranking system  to.pptxReviewing and summarization of university ranking system  to.pptx
Reviewing and summarization of university ranking system to.pptx
 
Construction Project Management | Coursera 2024
Construction Project Management | Coursera 2024Construction Project Management | Coursera 2024
Construction Project Management | Coursera 2024
 
Call Now Pooja Mehta : 7738631006 Door Step Call Girls Rate 100% Satisfactio...
Call Now Pooja Mehta :  7738631006 Door Step Call Girls Rate 100% Satisfactio...Call Now Pooja Mehta :  7738631006 Door Step Call Girls Rate 100% Satisfactio...
Call Now Pooja Mehta : 7738631006 Door Step Call Girls Rate 100% Satisfactio...
 
Peak Performance & Resilience - Dr Dorian Dugmore
Peak Performance & Resilience - Dr Dorian DugmorePeak Performance & Resilience - Dr Dorian Dugmore
Peak Performance & Resilience - Dr Dorian Dugmore
 
Leadership in Crisis - Helio Vogas, Risk & Leadership Keynote Speaker
Leadership in Crisis - Helio Vogas, Risk & Leadership Keynote SpeakerLeadership in Crisis - Helio Vogas, Risk & Leadership Keynote Speaker
Leadership in Crisis - Helio Vogas, Risk & Leadership Keynote Speaker
 
Unlocking the Future - Dr Max Blumberg, Founder of Blumberg Partnership
Unlocking the Future - Dr Max Blumberg, Founder of Blumberg PartnershipUnlocking the Future - Dr Max Blumberg, Founder of Blumberg Partnership
Unlocking the Future - Dr Max Blumberg, Founder of Blumberg Partnership
 
Abortion pills in Jeddah |• +966572737505 ] GET CYTOTEC
Abortion pills in Jeddah |• +966572737505 ] GET CYTOTECAbortion pills in Jeddah |• +966572737505 ] GET CYTOTEC
Abortion pills in Jeddah |• +966572737505 ] GET CYTOTEC
 
internal analysis on strategic management
internal analysis on strategic managementinternal analysis on strategic management
internal analysis on strategic management
 
GENUINE Babe,Call Girls IN Baderpur Delhi | +91-8377087607
GENUINE Babe,Call Girls IN Baderpur  Delhi | +91-8377087607GENUINE Babe,Call Girls IN Baderpur  Delhi | +91-8377087607
GENUINE Babe,Call Girls IN Baderpur Delhi | +91-8377087607
 
Day 0- Bootcamp Roadmap for PLC Bootcamp
Day 0- Bootcamp Roadmap for PLC BootcampDay 0- Bootcamp Roadmap for PLC Bootcamp
Day 0- Bootcamp Roadmap for PLC Bootcamp
 
Becoming an Inclusive Leader - Bernadette Thompson
Becoming an Inclusive Leader - Bernadette ThompsonBecoming an Inclusive Leader - Bernadette Thompson
Becoming an Inclusive Leader - Bernadette Thompson
 
Disrupt or be Disrupted - Kirk Vallis.pdf
Disrupt or be Disrupted - Kirk Vallis.pdfDisrupt or be Disrupted - Kirk Vallis.pdf
Disrupt or be Disrupted - Kirk Vallis.pdf
 
Dealing with Poor Performance - get the full picture from 3C Performance Mana...
Dealing with Poor Performance - get the full picture from 3C Performance Mana...Dealing with Poor Performance - get the full picture from 3C Performance Mana...
Dealing with Poor Performance - get the full picture from 3C Performance Mana...
 
Intro_University_Ranking_Introduction.pptx
Intro_University_Ranking_Introduction.pptxIntro_University_Ranking_Introduction.pptx
Intro_University_Ranking_Introduction.pptx
 
Discover -CQ Master Class - Rikita Wadhwa.pdf
Discover -CQ Master Class - Rikita Wadhwa.pdfDiscover -CQ Master Class - Rikita Wadhwa.pdf
Discover -CQ Master Class - Rikita Wadhwa.pdf
 
Continuous Improvement Posters for Learning
Continuous Improvement Posters for LearningContinuous Improvement Posters for Learning
Continuous Improvement Posters for Learning
 
Imagine - Creating Healthy Workplaces - Anthony Montgomery.pdf
Imagine - Creating Healthy Workplaces - Anthony Montgomery.pdfImagine - Creating Healthy Workplaces - Anthony Montgomery.pdf
Imagine - Creating Healthy Workplaces - Anthony Montgomery.pdf
 

AADACM - Changing habits

  • 2. Intent of session • This session will enable you to: – Appreciate the stages that people go through from unconscious ignorance through to creating significant shifts in behaviour – Understand how to lead yourself or a team from awareness of a problem through to sustained results
  • 3. Why AADACM? • It’s a simple model that is true for any human change of behaviour process • With this model you can identify the specific types of support teams/individuals need in order to move forward
  • 5. AADACM • Trigger – Nothing happens without awarenessAwareness • Removes the resistance to ‘Now’ or reality (opens us up ready for change)Acceptance • Point in time – Moment of changeDecision • Behavioural change – doing something different (each additional event builds references)Action • Re-enforcement of desire. A symbol. Public statement. Discussing with others.Commitment • Something that will help re-enforce the commitment for a 4-8 week period to build the new habitMomentum Making this process conscious maximises potential success
  • 6. What are the results? • Many people have a level of awareness about a situation and take considerable time before taking responsibility and moving to acceptance • If you don’t have awareness of this model you may find yourself in situations where you’re pushing for a decision or sustained action and your team still haven’t accepted that they’re responsible for the outcome • If you use this model you can take your level of human influence to the next level by applying the right focus at the right time