I love a good model and Managing Change is one of my primary professional interests. So, here I combine them, and explain Prosci's ADKAR model of change. Thank you for watching. Please support the channel and all the free content I provide. Like, comment, and subscribe to the channel. And why not join my community, free! Sign-up at onlinepmcourses.com/assets440251/the-onlinepmcourses-newsletter/ And to show maximum appreciation, use the $ Thanks button, under the video, to make a small donation with a highlighted comment.
My company uses the ADKAR model in their training on change management, and we have found it to be easy to understand and practical in its application. Highly recommend it. The name of the company comes from the combination of the words professional and sciences. So properly pronounced as pro SCi with a long i.
Thank you - yes - it is a good model. Ironically, I learned the correct pronunciation shortly after making the video and it shows the risk of using a made up name for your brand. I kind of like the pro-ski version though!
I am of the opinion that Prosci have stopped one step short from finding a deeper significance of their ADKAR model. I also find ADKAR model not much different from Ackoff's Data, Information, Knowledge, Understanding and Wisdom model. The trap the majority of the world falls into is by getting bogged down with the How part so they lose sight of where they are going or why they've got there in the first place, confusing a child to expect a reward just for the effort. In order to understand the true depth of ADKAR one needs to understand the meaning of Cognitive Dissonance, even Paradox Thinking. In the field of psychology, cognitive dissonance is the perception of contradictory information and the mental toll of it. However, it is the mental conditioning that keeps many people caged in shallow thinking (not stupid, simply shallow). In other words, when we face a problem, most of us spend more time thinking, or worrying, which is not going to help us much. Instead, we need something else. My solution is to provide a person, including myself when doing a research, with a ready access to many sources of - relevant - information. Initially, there will be a mental toll, as in the cognitive dissonance. Unlike driving a car with a simple dashboard in front of us, imagine entering a pilot's cabin of any commercial aeroplane. It could be mind boggling. However, similar to Geoffrey Moore's concept of "chasm" in his Technology Adoption curve, there is another chasm between our "shallow" vs "deep" thinking. By creating the right context for crossing that chasm is what Awareness (A) in ADKAR is all about. I would say, Observation in OODA loop has the same intention. The main difference between ADKAR and OODA is that with ADKAR we are addressing the resistance part of the Change Management, whilst in OODA we are strengthening the resilience part. In psychology, resistance is the ability to persist or withstand a disturbance/change, and resilience is the ability to recover once a disturbance ends. My disagreement with the Change Management is similar to another statement "we are good at problem solving, we are just not good at identifying what the problem is (or change) in the first place". If the information that we need is all there, both its presence and our exposure to it activates our subconscious mind (read curiosity, creativity, challenge, insights, etc) that slowly starts to absorb (establish connections in our brains) the new information. The process is similar to what Daniel Coyle describes in his book "The Talent Code". As we start making use of those connections ie. discover their meaning, we start moving along (A)DKA(R). Finally, if we find ourself in the right environment, as described by Daniel Coyle in "The Culture Code", we reach (ADKA)R ie. communicating, cooperating, collaborating etc. That should start reversing 75% employee disengagement/great resignation finding as per Gallup's survey. The right A is the most important part. Our goal should be to make people - feel smart ie. help them move from shallow to deep thinking. And that is not the end of the journey, just a better foundation.
Thank you. I completely agree that powerful awareness is the critical staring place to all change. And I also agree that ADKAR is less an explanatory model (of what happens) and more of a process model (of how to do something).
![What is Change Management? [2024]](http://i.ytimg.com/vi/GSWGPTx24JY/mqdefault.jpg)
![What is Change Management? [2024]](/img/tr.png)
I love a good model and Managing Change is one of my primary professional interests. So, here I combine them, and explain Prosci's ADKAR model of change.
Thank you for watching.
Please support the channel and all the free content I provide. Like, comment, and subscribe to the channel. And why not join my community, free! Sign-up at onlinepmcourses.com/assets440251/the-onlinepmcourses-newsletter/
And to show maximum appreciation, use the $ Thanks button, under the video, to make a small donation with a highlighted comment.
My company uses the ADKAR model in their training on change management, and we have found it to be easy to understand and practical in its application. Highly recommend it. The name of the company comes from the combination of the words professional and sciences. So properly pronounced as pro SCi with a long i.
Thank you - yes - it is a good model. Ironically, I learned the correct pronunciation shortly after making the video and it shows the risk of using a made up name for your brand. I kind of like the pro-ski version though!
I am of the opinion that Prosci have stopped one step short from finding a deeper significance of their ADKAR model. I also find ADKAR model not much different from Ackoff's Data, Information, Knowledge, Understanding and Wisdom model. The trap the majority of the world falls into is by getting bogged down with the How part so they lose sight of where they are going or why they've got there in the first place, confusing a child to expect a reward just for the effort.
In order to understand the true depth of ADKAR one needs to understand the meaning of Cognitive Dissonance, even Paradox Thinking. In the field of psychology, cognitive dissonance is the perception of contradictory information and the mental toll of it. However, it is the mental conditioning that keeps many people caged in shallow thinking (not stupid, simply shallow). In other words, when we face a problem, most of us spend more time thinking, or worrying, which is not going to help us much. Instead, we need something else.
My solution is to provide a person, including myself when doing a research, with a ready access to many sources of - relevant - information. Initially, there will be a mental toll, as in the cognitive dissonance. Unlike driving a car with a simple dashboard in front of us, imagine entering a pilot's cabin of any commercial aeroplane. It could be mind boggling. However, similar to Geoffrey Moore's concept of "chasm" in his Technology Adoption curve, there is another chasm between our "shallow" vs "deep" thinking. By creating the right context for crossing that chasm is what Awareness (A) in ADKAR is all about. I would say, Observation in OODA loop has the same intention. The main difference between ADKAR and OODA is that with ADKAR we are addressing the resistance part of the Change Management, whilst in OODA we are strengthening the resilience part. In psychology, resistance is the ability to persist or withstand a disturbance/change, and resilience is the ability to recover once a disturbance ends. My disagreement with the Change Management is similar to another statement "we are good at problem solving, we are just not good at identifying what the problem is (or change) in the first place".
If the information that we need is all there, both its presence and our exposure to it activates our subconscious mind (read curiosity, creativity, challenge, insights, etc) that slowly starts to absorb (establish connections in our brains) the new information. The process is similar to what Daniel Coyle describes in his book "The Talent Code". As we start making use of those connections ie. discover their meaning, we start moving along (A)DKA(R). Finally, if we find ourself in the right environment, as described by Daniel Coyle in "The Culture Code", we reach (ADKA)R ie. communicating, cooperating, collaborating etc. That should start reversing 75% employee disengagement/great resignation finding as per Gallup's survey.
The right A is the most important part. Our goal should be to make people - feel smart ie. help them move from shallow to deep thinking. And that is not the end of the journey, just a better foundation.
Thank you. I completely agree that powerful awareness is the critical staring place to all change.
And I also agree that ADKAR is less an explanatory model (of what happens) and more of a process model (of how to do something).
Thanks
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