1.
Applying the Prosci ADKAR®
Model

2.
© Prosci. All Rights Reserved. 2
The secret to successful
change lies beyond the
visible and busy ac@vi@es
that surround change.
Successful change, at its
core, is rooted in
something much simpler:
How to facilitate change
with one person.
Jeff HiaI

3.
© Prosci. All Rights Reserved. 4
Understanding
Individual
Change
Troubleshoo2ng
Individual
Change
Extending
Individual
Change
APPLYING THE PROSCI ADKAR MODEL

4.
© Prosci. All Rights Reserved. 5
Understanding
Individual
Change
Troubleshoo2ng
Individual
Change
Extending
Individual
Change
APPLYING THE PROSCI ADKAR MODEL

5.
© Prosci. All Rights Reserved. 6
Change is not a switch

6.
© Prosci. All Rights Reserved. 7
The Five Building Blocks for
Successful Change
Knowledge
Ability
Desire
Awareness
Reinforcement®

7.
© Prosci. All Rights Reserved. 8
Knowledge
Ability
Desire
Awareness
Reinforcement®
What is the nature of the change?
Why is the change needed?
What is the risk of not changing?
Change begins with understanding why

8.
© Prosci. All Rights Reserved. 10
Knowledge
Ability
Desire
Awareness
Reinforcement®
What’s in it for me (WIIFM)?
A personal choice
A decision to engage and par@cipate
Change involves personal decisions

9.
© Prosci. All Rights Reserved. 11
Knowledge
Ability
Desire
Awareness
Reinforcement®
Understanding how to change
Training on new processes and tools
Learning new skills
Change requires knowing how

10.
© Prosci. All Rights Reserved. 13

11.
© Prosci. All Rights Reserved. 14

12.
© Prosci. All Rights Reserved. 15
Knowledge
Ability
Desire
Awareness
Reinforcement®
Demonstrated ability to implement change
Change in the performance or behavior
Change requires ac@on in the right direc@on

13.
© Prosci. All Rights Reserved. 16
Knowledge
Ability
Desire
Awareness
Reinforcement®
Ac@ons that ensure a change will con@nue
Recogni@on and rewards to sustain change
Change must be reinforced to be sustained

14.
© Prosci. All Rights Reserved. 18

15.
© Prosci. All Rights Reserved. 19

16.
© Prosci. All Rights Reserved. 20
Individual Change Management Outcomes
A Awareness “I understand why…”
R Reinforcement “I will con@nue to…”
A Ability “I am able to…”
K Knowledge “I know how to…”
D Desire “I have decided to…”
When you create: You hear:

17.
© Prosci. All Rights Reserved. 21
Real Life Example of ADKAR
SAVE OUR PLANET
Dear Guest,
Every day millions of gallons of
water are used to wash towels that
have only been used once.
YOU MAKE THE CHOICE:
A towel on the rack means
“I will use again.”
A towel on the floor means: “Please
replace.”
Thank you for helping us conserve
the Earth’s vital resources.

18.
© Prosci. All Rights Reserved. 22
The Five Building Blocks for
Successful Change
Knowledge
Ability
Desire
Awareness
Reinforcement®

19.
© Prosci. All Rights Reserved. 23
“
Offers a structured approach for the people side of
change: ADKAR is not just a way of talking about
change, but also provides a framework for change
management.
“
Is easy to use: ADKAR dis@lls the change process into
the most basic yet cri@cal elements, making it very
simple and easy to use.
Most Common Responses from
Research ParJcipants

20.
© Prosci. All Rights Reserved. 24
Understanding
Individual
Change
Troubleshoo2ng
Individual
Change
Extending
Individual
Change
APPLYING THE PROSCI ADKAR MODEL

21.
© Prosci. All Rights Reserved. 25
Pick a change you’re working on right now
On your Worksheet:
Write your change in…

22.
© Prosci. All Rights Reserved. 26
Knowledge
Ability
Desire
Awareness
Reinforcement®
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
“I fully understand
the reasons for
this change.

23.
© Prosci. All Rights Reserved. 27
Knowledge
Ability
Desire
Awareness
Reinforcement®
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
“I fully understand
the reasons for
this change.
On your Worksheet:
Write your change in…

24.
© Prosci. All Rights Reserved. 28
Knowledge
Ability
Desire
Awareness
Reinforcement®
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
“I have chosen to
support and
par6cipate in this
change.

25.
© Prosci. All Rights Reserved. 29
Knowledge
Ability
Desire
Awareness
Reinforcement®
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
“I have chosen to
support and
par6cipate in this
change.
On your Worksheet:
Write your change in…

26.
© Prosci. All Rights Reserved. 30
Knowledge
Ability
Desire
Awareness
Reinforcement®
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
“I have the
knowledge I need
of how to change
and be successful
in this change.

27.
© Prosci. All Rights Reserved. 31
Knowledge
Ability
Desire
Awareness
Reinforcement®
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
“I have the
knowledge I need
of how to change
and be successful
in this change.
On your Worksheet:
Write your change in…

28.
© Prosci. All Rights Reserved. 32
Knowledge
Ability
Desire
Awareness
Reinforcement®
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
“I have the ability
to implement the
change and
perform the
required skills and
behaviors.

29.
© Prosci. All Rights Reserved. 33
Knowledge
Ability
Desire
Awareness
Reinforcement®
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
“I have the ability
to implement the
change and
perform the
required skills and
behaviors.
On your Worksheet:
Write your change in…

30.
© Prosci. All Rights Reserved. 34
Knowledge
Ability
Desire
Awareness
Reinforcement®
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
“Meaningful
reinforcements
are in place that
will help me
con6nue and
sustain this
change.

31.
© Prosci. All Rights Reserved. 35
Knowledge
Ability
Desire
Awareness
Reinforcement®
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
“Meaningful
reinforcements
are in place that
will help me
con6nue and
sustain this
change.
On your Worksheet:
Write your change in…

32.
© Prosci. All Rights Reserved. 36
Barrier Point:
The first ADKAR element that
is insufficient and impedes
change progress.
*feeling “neutral” is a barrier.

33.
© Prosci. All Rights Reserved. 37
A
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
D K A R
*the first element that is “neutral” or
below is the barrier point

34.
© Prosci. All Rights Reserved. 38
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
A D K A R
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
A D K A R
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
A D K A R
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
A D K A R

35.
© Prosci. All Rights Reserved. 39
On your Worksheet:
Write your change in…

36.
© Prosci. All Rights Reserved. 41
Barrier points tell us where to focus our
aIen@on in order to make progress.

37.
© Prosci. All Rights Reserved. 42
SequenJal but not Linear
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
A D K A R
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
A D K A R

38.
© Prosci. All Rights Reserved. 43
Understanding
Individual
Change
Troubleshoo2ng
Individual
Change
Extending
Individual
Change
APPLYING THE PROSCI ADKAR MODEL

39.
© Prosci. All Rights Reserved. 44
ADKAR Defines Success: For One Person or
OrganizaJon-Wide Changes
Or twenty
people…
Or five
people…
Change with
one person
Or 1000 people…

40.
© Prosci. All Rights Reserved. 45
The achievements
of an organization
are the results of the
combined effort of
each individual.
Vince Lombardi

41.
© Prosci. All Rights Reserved. 46
OrganizaJons are Made Up of Individuals
Current Transi2on Future
C C C C C
C C C C C
C C C C C
C C C C C
C C C C C
T T T T
T T T T
T T T T
T T T
T T T T
T
T
T
T T
T
F F F F
F F F
F F F
F
F F
F
F F
F F
F F
F F
F
F
F

42.
© Prosci. All Rights Reserved. 47
If we do not support and equip individual
transiJons, then our future state looks nothing
like the future state we expected
F F F F
F F F
F F
F
F F
F F F F F
F F F F F
F F F F F
F F F F F
F F F F F
Instead of

43.
© Prosci. All Rights Reserved. 48
Without Awareness and
Desire you will see:
• Employees asking the
same ques@ons over and
over
• Lower produc@vity &
higher turnover
• Hoarding of resources
and informa@on
• Delays in implementa@on
• Employees revert back to
old ways of doing work
• Ul@mate u@liza@on is less
than an@cipated
• The organiza@on creates
a history of poorly
managed change
• Lower u@liza@on or
incorrect usage of new
systems
• Employees worry whether
they can be successful in
the future
• Greater impact on
customers and partners
• Sustained reduc@on
in produc@vity
Without Knowledge and
Ability you will see:
Without Reinforcement
you will see:
OrganizaJonal Symptoms

44.
© Prosci. All Rights Reserved. 49
Not Everyone Changes at the Same Pace
Person A
Person B
Person C
Person D
Person E
Person F
Person G
Person H
Person I
Awareness Desire Knowledge Ability Reinforcement

45.
© Prosci. All Rights Reserved. 50
ConnecJng OrganizaJons Change to
Individual Change
A D K A R
Communica@on
Sponsorship
Coaching
Training
Resistance Management

46.
© Prosci. All Rights Reserved. 51
Understanding
Individual
Change
Troubleshoo2ng
Individual
Change
Extending
Individual
Change
APPLYING THE PROSCI ADKAR MODEL