Agents of Change

As Project Managers, we are agents of change. Our role exists to facilitate the introduction of new programs, system improvements, process adjustments, and other potentially boat-rocking practices to our organizations. At times we may face hesitation or outright hostility as we introduce new ideas. Other times we may hear comments like, "no program ever sticks anyway, so why should I bother to adopt this one?"

The question for Project Mangers is, well … what do we do about it? How do we bring about change so that it is a) received positively and b) adopted well. 

While there are many change models, one that I have had repeated success with is the ADKAR model of change. The ADKAR model focuses on five key areas of introducing and making lasting change; Awareness, Desire, Knowledge, Ability, and Reinforcement. Let's break it down. 

Awareness: 

The Awareness component of the ADKAR model focuses on raising awareness that a change is taking place and awareness of why the change is necessary. During this time, it important to help individuals understand why the change is needed and what the potential risks are of not changing. It is essential to be as transparent as possible regarding when the change will take place and who will be the most impacted. Awareness is a formative building block for successful change. Clear, thoughtful communication and building understanding will set the rest of the change model up for success.  

Desire: 

The reality of desire comes down to this: we can't make anyone want to change. We can, however, set our teams up to build the desire to change. We can share with our teams the benefit of the change and identify early adopters who can champion the upcoming change. During this time, it is critical to listen to feedback and concerns. There very well may be real worries and frustrations surrounding the change. If there's a fatal mistake to be made at this point, it would be to disregard or ignore those concerns. Identify and address needs and concerns. Be candid and open. Highlight the WIFM--What's In It For Me?-- and set up support scaffolding based on needs and potential challenges.

Knowledge:

It is hard for a change to take root if we don't have the knowledge needed to enact it. We can't complete a math equation if we don't have the right formula, and we can't build a house without the correct tools. We could attempt these efforts, but our odds of success aren't high (my house would be the first and easiest stop for the Big Bad Wolf). Giving our teams the ability to change can look like training, coaching, or early adopter user groups. Building knowledge can also include sharing charts and reference materials, creating a knowledge base that team members can use as they work towards adopting the new change. The sister of Knowledge is the next step in the ADKAR model, Ability.

Ability:

Ability is just what the word itself implies. Do our teams have the ability to implement the change after we've provided the know-how? We can offer training on a change, a new computer system, for example. If the team implementing the change doesn't have access to the new computer system, the newly acquired knowledge can't be put into practice! This stage of change can include access to beta testing or focus groups. Focus groups are a great option in this stage as it allows teams to gain exposure to a new program or processes - giving them knowledge and ability - and allows them the opportunity to provide feedback, which increases investment and desire. 

Reinforcement: 

A sentiment that I have heard in many organizations is "changes never stick." How many times have you sat in a training meeting about a brand new change-your-whole-life tool only to barely remember the name of the new tool just a few months later? I think we've all been there. Feelings like this happen because of an ineffective change model approach. Ineffective change models become especially apparent in the area of Reinforcement. We can build awareness, hold meetings, communicate, train, and throw a carnival to roll out new change. Even after our best efforts, if we do not spend time reinforcing change, the chances of that change sticking are drastically reduced. 

At first blush, it may seem as though thinking about change at this level of detail is too much. If we intend to introduce and sustain lasting change, it is worth our time to invest in the steps that will ensure that change is accepted positively and has staying power. As you work through these steps within your organization, you will find that this model builds trust. Trust that can make a positive impact not only on the change you are introducing now, but on the changes that will inevitably come along down the road. Ditch the start-stop-restart-stop carousel model of change and find meaningful, lasting change with the ADKAR model