Change Management

6
CHAPTER OUTLINE

6.1 Meaning and Definition of Change Management

6.2 Types of Change
6.3 Process of Change Management
6.4 Need for Planned Change
6.5 Causes of Resistance to Change
Resistance to Change
6.6 Overcoming
Planned Change
6.7 Management of
6.8 ADKAR Model of Change

Summary
Exercises Question Bank

need to
Change is inevitable and it affects all types of organisation. Therefore, managers
skilled in ways to respond to change to ensure the survIval and success of their organisatio-
Organisations which fail to respond appropriately to environmental changes go out of existenc-

6.1 MEANING AND DEFINITION OF CHANGE MANAGEMENT

Change involves alteration of the status quo or modification of the existing situation. Chang
can be of three types-evolutionary, revolutionary and planned. Evolutionary changes take pla=

gradually or slowly. They are not visible and face no resistance. Revolutionary changes a
sudden and may be violent. Therefore, such changes are often resisted. Planned change impl-
deliberate alteration in the existing organisational system to achieve some desired results, e5
etec. I
profitability, employee satisfaction, improvement in the image of the organisation,
change may involve alteration in the structural relationships and in the role of people 1n
organisation. In other words, planned be both structural and behavioural. Planm-
change can
change may be defined as a conscious and concerted attempt of management of an organisau-
to monitor the environment, to assess their impact on the organisation and to evolve apPpropi
alternatives so as to utilise the environmental forces to the advantage of the organisation. Flau
Im=
change is thus the intentional attempt by an organisation to influence the status quo.
planned change organisations try to grow.
Effective managers do not wait for future. They make the future by introducing and maiee
change. An organisation is an open system as it is in continuous interaction with its enviro
anisai
Any change in its environment requires change in its internal system. Morcover, an

1s Composed of many subsystems which interact with each other. Any change in one suoy
may create need for changes in other subsystems.
The foregoing description reveals the following characteristics of planned changc
1satoe

i) Planned change is a conscious and deliberate attempt to modify the existing ouga
system.
 hange results from stimuli from both
inside and outside the
) Planned
organisation.
Change
fakes
takes place
place in all organisations but at
varying speeds
and degrees of significance.
(it) takes place
takes place in all parts of an organisation though the magnitude and nature of
Change

(iv) be different,
may
change
nisation can be changed
several ways. Its
in
technology, its structure, its peopie
() s other elements may be changed.

(vi)
aed change disturbs the existing equilibrium between an organisation and its
P l a n n e d

environment.
It leads to a new
equilibrium.
) aned chan
Planned change can be of two types. A change initiated by the organisation is called

p0active
hange. Om the other hand, a change implemented by an organisation due to
ssure by exterr ernal forces is known
as reactive
change. For example, when management
1ces aa
introducess new labour welfare scheme in order to improve employee motivation, it is
nge. If such a scheme is introduced due to pressure from he trade union,
proactive chang
reactive change.
it is a

Planned change has certain objectives, e.g., to increase profitability, to meet competition,
to improve employee satisfaction, to expand and diversify operations, etc.
People may respond to planned change in various ways depending on how they perceive
(ix) And interpret the change. If people perceive the change is desirable and in their interest
they are likely to accept and adopt the change. They may even anticipate change and

nlan for it. People tend to be indifferent to change when they feel that it has nothing to
do with them or they can do nothing against the change. Change is likely to be resisted
when people feel it will affect them unfavourably and they can eliminate the change.
Thus, human response
to change may be acceptance, indifference and resistance.

requires change agents, i.e., the persons who will initiate and
sustain
(r Planned change
change in the organisation. Change agent can be both internal and external. Chief
executive and other top executives can serve as internal change agents. External change

agents refer to consultant or expert appointed to serve as an advisor in the change process.

6.2 TYPES OF CHANGE

There are three major types of change Developmental, Transitional, Transformational.

current business procedures.

1. Developmental Change : Developmental changes improves
Businesses experience these types of changes as incremental improvements in response

to a desire to improve efficiencies, or focus on a detected deficiency, or build upon

lower level of resistance within an organisation due
prior success. These changes have a
non-disruptive nature.
to their incremental and
being dismantled and the
old process is
2. Transitional Change : The period when the
transitional phase. Transitional changes
new process is being implemented is called the
with new processes. This happens
are those that are made to replace existing processes
course of action is recognised.
These
When the need to implement a completely new
or replacing and introducing major
new
Changes may include mergers and acquisitions
to implement and can
and Transitional change are more challenging
systems processes.
ncrease employees' discomfort.
the transition period.
anstormational Change change occurs after
: This
transitional change.
involve both developmental and
anstormational change may
the business
those which are made to completely reshape
aDstormational changes are
culture. These changes may be
strate often resulting in a shift in work
Y and processes,

85
 a response to extreme or unexpected market changes. This kind of changes hro.
when businesses pursue entirely different products or markets, experience radicat brought
in technology, or new leadership ushers in overhauls to the structure and comna
Transformational change can produce fear, doubt and insecurity in staff, and ne
eeds t
very well managed.

6.3 PROCESS OF CHANGE MANAGEMENT

Change is a common thread that runs through all businesses regardless of size. indust
age. One of the cornerstone models for understanding organisational change was develhustry
Kurt Lewin back in the 1940s, and still holds true today. His model is known as Unfi
Change Refreeze, which refers to the three-stage process of change that he describes nfren
model represents a very simple and practical model for understanding the change proce
ibes."
cess.
1. Unfreeze - Creating a sense a change is needed

2. Change - Moving towards a new and desired behavior

3. Refreeze - Setting this behavior as the new normal

Lewin's theory of change used blocks of ice as a metaphor. He used the analogy of
ice block changes its shape to transform into a cone of ice through the process of
hou
unfreez
Let's say you have cube' of ice but
you must:
you'd like a 'cone' of ice. To transform the cube shs
1. "unfreeze" or melt the ice
2. "change" the mould to shape and
a cone

3. "refreeze" the water into the new, desired

shape

UNFREEZE CHANGE RE-FREEZE

Fig. 6.1 Kurt Lewin's
Change Management Model
According to Kurt Lewin, the process of
planned change consists of the following
1.
Unfreezing: implies breaking down the
It stage>
people are ready to accept new existing ways of doing things so that t
methods and orthodox behaviour alternatives. It involves discarding the conv ention

that is most patterns and introducing new methods and haviou

appropriate
realise that the present
to the current
situation. Members of the Dcmade
beliefs, processes and behaviour are organisation aar fort
changing demands of the present situation. Unfreezing
no longer
appropria
and intellectual forces. It requires loosening the e
motionw

involves the
(a) Recognising
following steps.
the Driving Forces : The first step chang
involves reorganising major changes in the towards organisationa.
organisation. In order to recognise the environment and problem within
a keen sensitivity pressures to change, managers neeuI to tevel
towards the external and
1. Kurt Lewin, "Frontiers in
internal environment.
Group Dynamics: Concept,
pp. 5-41. Methods and Reality," Human Relalnons,
"
 asing the Driving Forces: Once the need for change is identified, it needs
he
be
communicated to the people concerned. If members know why the change is
eeded,
they are more likely to adopt it.
ing the Resisting Forces People resist change because they perceive it to
mful to them. It 1s, therefore, essential that they are made aware of its benefits.
may be linked to willingness to change and resistance to change may be

punished.

be effected by encouraging the driving forces which take the behaviour away
effeècte

nay

zing
nficezng

stanus
. Alternatively steps may be taken to overcome the restraining forces whicn
q u o

tendo the safe the status quo. several techniques are available for unfreezing, e.g., education,
Lne

fom
penpetuate
ennarticipation in decision-making, negotiation through the exchange of rewards,
U n e a t i o 1 p a r t i c i p a t i o n

ian: coercion or punishment, etc.

ino or Moving : Once the people become receptive to change, the proposed
is introduced in a systematic manner. New learning takes place during this phase.
he organisation are provided with new alternatives, and learn to behave in
Members ofth
aVS.
wa
This moving phase consists of the following elements
new

or force occurs when individuals are either by rewards

a )Compliance
forced to change
or by punishment.
A Tnternalisation takes place when individuals are forced to encounter a situation that

cals for new behaviour.

Identification occurs when individuals recognise one among various models in the
(c)
environment that is most suitable to their personality.

unexpected problems may crop up during implementation of change. These problemns

t ir ckied effectively. It is a time of trial and error involving ambiguity and tentativeness.
uilechangingvarious components of the organisation, careful guidance should be provided
1o organisational members.
1 Refreezing: During this phase, change is made a permanent part of organisation's
ite. Members of the organisation internalise the new beliefs, attitudes and behaviour
leamt during the changing phase. The manager as the change agent has to see that
the new behaviour is effectively blended with the other behavioural patterns. Without
internalisation, individuals may revert back to the old system after some time. In order
to continuously reinforce the acquired behaviour, the organisation has to maintain a fit
(dynamic equilibrium) among various components that are supportive of such behaviour.
New practices are accepted and change is stabilised only when enough reinforcements
are provided through positive results
Lewin's model provides a useful framework to understand the change process in
organisations.

Unfreezing Change or Moving Refreezing

1. ldentify the need for 1. Reinforce the new

change 1. Individual components behaviour
2. Increase the 2 Group components 2. Find 'fits' between
forces driving
3. Task components organisational components
3. Reduce the 3. Maintain "fits' between
oroes resisting 4. Structural components the
components
Fig. 6.2: The Change Process
6.4 NEED FOR PLANNED CHANGE
Pressures for change arise from both within and outside the organisation.
1. External Forces: Every organisation exists and operates in an environmen
Occur frequently in the environment, e.g., economic, social, political ha
organisation must change in order to adapt itself to the new environment

external pressures are given here.

changes
Some o.f
(a) Market Situation: Moden business enterprises operate in a highly
market place. Competitors introduce new products, better services.
anisations
Pe compo
advertising, etc. The needs and habits of consumers also change. Organisas:o
change to survive and grow in such markets.
(b) Technology Rapid technological changes shorten the life of many Drod.
services. Existing plants and machines become obsolete. Computericd oducts
automation is
amajor
example. isation
Organisation can ignore technological devel
atthe cost of their survival. elopmes
()Population Dynamics : Changing age distribution of population may cause sha
of skilled people and orta
may accentuate different life styles. Geographic
people may require changes in marketing strategies. Ihe drive tor movem.
erosion of the joint family socialement
ea
system, rise of working Women are other maiorquali
changes.
(d) Political and Legal System : Relations between business and
improving. Legal provisions concerning the corporate sector are government.
rapidly. Transnational corporations and other international being chan
organisations to modify their structures and plans. developments are forr
OrCn
2. Internal Forces : Pressures for changes also
as follows. originate within an
organisation. These
() Deficiencies in the
Existing
structure or processes are notSystem Changes
: are
pres necessary when the
capable of achieving
Unmanageable span of control, narrow, organisational objectives
authority, multiplication of committees, specialisation, too much centralisation
in an organisation. line-staff conflict, etc. are
main loopholk
(i) Other Changes Need for :

scarcity of certain improving productivity and

resources, e.g., power, need to avoid
quality of working lit
sources of inertia, etc. are other intems
change. Another internal force is
change triggers off the domino effect which
of a new
a
sequence of supporting changes. means
department may lead to introduction
For example, the creatd
reallocation of tasks, of
The domino effect
etc. new
managerial positions a
of change can be
Task, people, analysed with the help of Fig. 6.3.
technology and structure
organisational change. These factors are interrelated and interdependent s0 dare the four main
factors
a
change in one involv
can produces
vary in terms of changes in other factors. Task
variety,
People refer to individuals autonomy, task identity, implies the Jo0 whid
Individuals differ in their who fill and perform variousfeedback and signi
their attitudes, motivations and jobs in the orga
nisato

perception and evaluation

change. This can values
fluend
Technology includes the of
make
which
inputs into methods, techniques
outputs. Structure
difficu
and
change
is reflected
in the processes usea con

88
number of hierarehie
 an of control, and the way in which parts are organised and related to one
span

another. Communication, decision and power systems are significantly influenced by

anoth

hese ctural arrangements.

Structure Factors
.Relation of parts
Number of levels
Degree of formalisation

TaskFactors Technology Factorss

Variety
Methods
A u t o n o m y

Techniques
Significance

.Processes
Feedback

People Factors
Perception
Attitudes
.Values
Motivation

Fig. 6.3 Work Environment Factors in Organisational Change

alteration of any of these four variables

Organisational change can be introduced through the one

or
combination of these factors.

RESISTANCE TO CHANGE
6.5 CAUSES OF indifference and resistance
Individuals may respond to change in three ways, i.e., acceptance,
Resistance to change may come from
individuals
the change.
depending upon how they perceive individual and organisational reasons for resistance
as well as from the organisation. The main
given below.
to change are

in an organisation are asked to do things in a

new
1. Habits and Conventions : If people overtime.
resist. As it is difficult to abandon old ways and habits acquired
way, they may
their old conventions and habits.
Thus, people will resist to drop
and risk during the transition period. The
2. Fear of Unknown: Change causes uncertainty unknown. For
because the impact of change is
unkown poses a constant threat to people
to a remote branch because of
the anxiety of
instance, an employee ma resist transfer
an unfamiliar place.
to the status
attach great importance
. Zero Tolerance to Change (Status Quo): People
comforts. Individuals also resist change
disturb their convenience and
quo. Change may the part of employees.
some adjustments on
due to habit or custom. Change requires a natural
inconvenient and create uncertainty. There is, therefore,
AdJustments are often
Tendency among people to oppose change.
perceive that they will lose
People resist change they when
Tear of Economic Loss: loss are as follows
economic benefits. Some examples of economic
SOme
(a) Fear of technological unemployment,
89
 (Fear of reduced work hours and consequently reduced monetary

(c) Fear of
demotion and consequently less
pay, and benetits,
higher job standards and reduced inca
(d) Fear of speed up through ive wag
due to the rear Or loss of job. The greater
People resist automation the expect
the greater the resistance.
5. Redundancy of Skills : Change may render the existing knowledge an
Old skills and techniques may become useless. For example, an exneri.
due to the fear that his exha nced
may resist the
introduction of a computer
useless and it might affect his pay and position
in the
organisation. This ac ounm
ence will
skills and whose becn
commonly found in people who possess
is outdated.
no real marketableski
phenomeknolnonsa
6. Ego Defensiveness : Sometimes people resist change because it hurts th
instance, an ego/defensive branch manager may resist even a good suggesti their c
salesman because the branch manager feels that his ego may be deflated i orom a
the suggestion.
7. Peer Pressure : People may resist change because the group to which
accey
opposes the change. Every group has its own norms and puts pressure on
which they b
to resist change which violates the group norms. For example, a factory
its mb
feel that the proposed change in the techniques of production is desirable BKer
resist the change because his trade union is opposed to it. But he ma
Table 6.1 Causes of Resistance to Change
Individual Resistance Organisational Resistance
Economic Reasons Organisational structure
Fear of economic loss Resource constraints
Obsolescence of skills Threat to power and influence
Personal Reasons Sunk costs
Status quo
Fear of unknown
Ego defensiveness
Social Reasons
Social displacement
Peer pressure

8. Emotional Resistance to Change in Social

of change often causes social Groups/Social Displacement : Introduction
displacement of people by
relationships. When the friendship with fellow-members isbreaking informal groups an
feel psychologically let down. interrupted,
Therefore, they dislike new adjustment, employees ma-
present social relationships, reduced social satisfaction breaking up o

in the form of and feeling outside interferenc=

of
change. It is very difficult to overcome the emotional
9. resistance to change-
Organisational Structure : Some organisational structures have an in-buil
mechanism for resisting
change. Consider, for instance, a
structure wherein jobs are typically bureaucrat.
and the flow of informationnarrowly defined, lines of authority are clearly spelt ol
is stressed from
structure, new ideas rarely travel down the top to bottom. In such an organisat
Innovations are not suitable for such an hierarchy because these are screened ou
10. Resource Constraints : organisation.
Some organisations
resist change due to
Greater is the scarcity of scarcity of resou
resources, greater is likely to be
organisation may not like to the resistance to chang
incorporate change it requires huge investment.
90
 l . Management's Lack of Faith in
Threa
Change : This may
Dower and influence is one of the
to power occur due to various reasons.
reason. When
as a
potential threat to their position people at the top consider
change

and influence, they resist. Change

d i s r u p t
the power relationships and produce a new ibrium. This new
power equilibr
may reduce the power and
e q u i l i b r i u m

oppose the ch
change.
prestige of some top executives. Theretore, u
Involved:
12. CostsInvolved An
organisation may also resist
change because it has invested im
fixed
assets and human resources.
These costs cannot be
resources are put to
recovered unless the assets anu
productive
use. When
is introduced, change
useless. For example, many of these costs
becor
existing
machines may not be replacewith change in
nology. Similarly, some executives may be retained
techno.

neir pay and other benefits

experience. Thei despite their outdated skills and
represent sunk eosts.
66 oVERCOMING RESISTANCE TO CHANGE
ral for human beings to resist
change. The main problem in introducing and
t5e overcome resistance to implementing
e.
to
change. Efforts for overcoming resistance to change can be
Cnaoth at the individual level and the group level. The main
m e resistance to change are given below. techniques that can be used to
OFducation and Communication : One of the simplest techniques to overcome resistance
tois to educate
change people, counsel them, train them
he educated
to become familiar with the
adopt change. People to can
nature and process of
change. Counselling and
training can be used to change the basic values and attitudes of people. They can be
taught new skills and helped to
develop new
relationships.
Communication is very useful because many people resist change due to lack of
information or
misunderstanding. While communicating change, a manager should explain
(a) What the change is?
(b) When it is to be introduced?
(c) How will it be implemented?
(d) Why is the change needed?
(e) What is the basic objective of change? and
) How will the change be beneficial to all?
This will help people
visualise the need for and logic of change.
to
They will appreciate the
change much better and will accept it easily. The main advantage of this method is that once
convinced, people themselves will help in the implementation of
change. However, it is a very
time-consuming method and requires continuous effort.
2. Participation and Involvement: In this method, the change agent involves the resistors
in the design and implementation of changes so as to overcome resistance. A continuous
dialogue with people is arranged to discuss and explain the proposed change. It allows the
individuals to express their views and opinions. Such involvement and
participation
clears
misunderstanding, reduces resistance and increases acceptance of change. Participation
not only
generates compliance but commitment too. Commitment implies an agreement
Detween the change agent and the change resistors to take active
of the change. part in the actual mechanics
.
Facilitation and
Support Physical and emotional support may be provided to deal
with potential resistance. This includes compassionate listening. giving
011 and
employees time
helping them to adjust to the new situation. Managers may use this technique
en fear and anxiety are the causes of resistance or when
people are res1stive due to
ustment problems. However, it is a time-consuming and
expensive exereise
 use authority to get stlna
his formal
Leadershio : A manager cannot always port fo
should use his personal qualities to get conscnt and willine
Cnange. Therefore, he leadership qualities can create
om people. A manager with strong
but are willing to propose changes.
a
climate as
People not only accept change
Offering to
incentives resistors
.Incentives: Negotiation and Agreement: 1S
and
fruitful way of overcoming resistance to change. Negotiation agreement
due to change and the group has
ment are hcht
in a group incur loss

negotonsiidateriya
whe
when some persons cons
easy to avoid resistance through
power to resist. It becomes relatively
However, it can be if it alerts others to negotiate for compliance.
expensive
6. Manipulation and Cooptation : Manipulation involves consCious structurino
of
and the very selective use of information. Cooptation implies givin people a desi
role in the design and implementation of change. Managers may resort to mani
when all other tactics fail to overcome resistance. It can be quick and econ anipulati
method. However, serious problems may arise if people feel they are manipulatoa onomi
ed.
g
7. Coercion: In this method, managers force people to accept change by explicit ori
implin
threats, e.g., termination, demotion, stopping pay inerements, transfers, etc. This met
is used when immediate change is requircd and the change agent possesses considerd methoy
power. The main merit of this technique is specd but it can be a very risky appro
ra
8. Group Dynamics : Forces operating within groups can be used to overcome resistn
roach
to change. A group can be effiective in changing the attitudes and behaviour of Stant
members particularly when it is attractive to the members and they have a strong sen
of belonging to the group. SCAS

6.7 MANAGEMENT OF PLANNED CHANGE

Management of organisational change is a complex process. Change in organisation does nu
occur instaneously. It
requires considerable planning and efforts on the part of managemen
Main steps in the process of managing change are described below.
1. Identifying Need for Change First of all, the need for
: change in the organisation is
recognised. Change for the sake of change is useless. Management should, therefore
analyse the internal and external forces demanding change.
Then the unnecessary or
minor forces may be isolated. Information for
identifying the need for change comes
mainly from the organisation's feedback and control system. Corrective action stage of
the control process may indicate the need for
change.
In order to identify the need for
change, the gap between the desired situation and
the existing situation needs to be
analysed. This gap analysis should be viewed on
progression basis because the desired state of affairs is not a fixed concept. Thus, th*
objectives of change should be defined in the first stage to provide clues
should take place. why change
2. Define the Elements to be
Changed : What is to be changed
depends largely on
need and objectives of
change. At this stage, the problem requiring
change is diagnoscu
For example, declining market share may require change. Therefore, it becomes
to diagnose the factors responsible for necessu
declining market share. Several
diagnosis, e.g., questionnaires, interviews, observations, etc. techniques
msy
be used for
Usually change is required in three major elements
technology people. Structural changes may include
and of the organisation-struct r

span of control, power structure, coordination job redesign, department

consist of production methods, plant and mechanism, etc. Technological changetc.
machinery, engineering processes,
Changes in people comprise changes in their attitudes,
informal grouping, skills, etc. behaviour, interaction pattct rns.
 eing the Change: This is perhaps the most crucial phase in the managemen of
1,an e It involves finding answers to questions like when to bring change, how to bring
c h a n d who will bring change. In other words, the time, pace and quantum of cnang
han
decided and the mode of implementing the ange should be determined.
uld

hodeaealing with the time dimension of change, it is necessa

ons to change, time required to persuade people to accept
to consider likely
the change, counselling
Teact

to make
raining people to make them competent for the
and training new situation, time required
c e s available for change, etc. For deciding the method and procedure of change
its impact
logical sequence of steps may be created, e.g., putting change, measur the
logic
change
and correcting any aysTunctions, etc. Who will bring change means selecting
and

hough every manager is a change agent, specific individuals may be designated

ent. Thou

for bringing a major change.

Assesing Change Forces: Before executing the plan for change, it is necessary
4
the forces which restrict or stimulate change. The planned change 1s nor
o address
tomatic. There are many forces in the individuals, groups and organisations which may
auton

gutODort or resist the change. In order to implement the change successfully, managers

must ensure that the major forces resisting change accept it.
Kurt Lewin developed the concept of force field analysis which is a scientific approach

for analysing change. According to Lewin, the forces affecting change are of two types
:

Driving forces which favour change, and (2) Restraining forces which oppose change.
Change is a dynamic balance among these forces working in opposite directions. When
these forces are equal in strength, there will be no change in the status quo. In such a
situation, a quasi-static equilibrium is reached. This equilibrium may continue for some
time and when there is any change, a new equilibrium is reached. Change occurs only
when the two types of forces are not equal in strength.
The driving forces may dominate or overpower the restraining forces or vice versa.
Management may take one of the following actions in a change situation.
(a) When the driving forces far-outweigh the restraining forces, management may push
the driving forces and overpower restraining forees to implement the change.
(6) When the restraining forces dominate the driving forces, management may postpone
or abandon the change programme.
() When the driving and restraining forces are equal in strength, management may push
the driving forces and/or immobilise the restraining forces to implement the change.
Force-Field Analysis suggests that before a manager embarks on a change strategy, he
should properly identify and evaluate the foreces favouring change (driving forces) and
those opposing change (restraining forces). Such a study will help the manager to remove
the hindrances that block change. The manager can thereby avoid wasting his time and
efforts on forces over which he has no control.

R Ra R Ra
Restraining Forces Desired
Situation

Current Situation- Quasi-Static

Equilibrium
Driving Forces

D D, D DA
Fig. 6.4: Force-Field Analysis
93
 invol..

5. Implementing the Change : The

implementation of change programme
suitable for the change.
For example. a
olves the
application of various interventions
the attitudes and behaviour of people.
be training
be held to change
have to be faced. First, resie
While
programme may

implementing change,
several problems might
and undermine the
resistance to
Secondly, change may disrupt oroaniating existi
change has to be
o v e r c o m e .
the balance of power in the
might upset
control system. Thirdly, change to manage the transition and to
motivate change,
therefore, necessary to
becomes,
the political dynamism. action is necessary to ensure that oh
and Feedback: Proper follow-up is desirable to idenitie
6. Follow-up
in the right direction. Constant monitoring ty and
is progressing the initial atter
Feedback received from tempt
created by change.
tackle the problems Usually, the imna
be used to modify the subsequent change programme.
change may ensure that the cho
Management must
change is measured in terms of its objectives.
the organisation.
hange
to maximise benefits to
programme is implemented

6.8 ADKAR MODEL OF CHANGE

in the 1990s. The ADKAR model is one.
ne
Jeff Hiatt developed the ADKAR Model of change
the most important models in ensuring the change process occurs etficiently. The model focis
of
es
on the 'people' element of change, specifically how to ensure the employees involved supno
and believe in the change. Once this has been done, the model moves to look at the busines
must then be focused on.
dimension, as once the people are behind it the processes
The ADKAR change model includes the following building blocks:
A: Awareness. Make employees aware of the change.
D: Desire. Instill a desire to change.
K: Knowledge. Teach employees how to make the change.
A: Ability. Transfornm knowledge into the ability to make the change.
R: Reinforcement. Make the change permanent by reinforcing new methods.
Now let's study these in detail for better understanding of how to implement the ADKAR model
and facilitate individual and organizational change.
1.
Awareness: Employees need to be aware of exactly
what change is occurring and why
it is necessary. Without a full understanding of why the
change is necessary employees
will lose motivation and direction within the strategy. This makes the
change less likely
to succeed. The manager has a crucial role in
ensuring employees are aware of fully
every element of the change process.
2. Desire: Just because
employees understand why a change should be made doesn't mean
that they want that change. In order for them to
adopt the change, they must desire it.
Support for the change strategy should come naturally from the
forcing the change upon your employees, including them in employees. Rather than
vision will their
the developing
and project
ensure
support for the final outcome.
3. Knowledge : The more
knowledge and training you can give, the
change and see the benefits of making the change. And theemployees
more wll
understand the
be to transfer that knowledge easier it wl
during the next step in the ADKAR
change
managemenl
process. Changewill likely bring
change in routine and skills for your
a
as well as the
overall organisation employes
change. For this reason, employees should be Iuny
supported in their acquisition and
development of these skills. There are many ways 0
impart this knowledge-- through formal
education and training, coaching and
workshops. mentorn
4. Ability: To translate knowledge to ability, there is a
and analyse need to have some
what goes well and what practice t
doesn't. The individual needs to be
suppor
 he actual performance. This may include
providing a safe environment or by
durng

uing to provide coaching and mentoring.

continuin
orcement:
ent : This
This final step is necessary to
5 Reintos sustain the change. This
ensurC
resist the temptation of slipping back into old habits. Many methods are
loyees resist there
loyhat individuals don't revert to previous ways of working or thinking Sucn
that indi

ensuctive actions quickly, positive reinforcement, taking feedbacks,giving rewarda

to ensure
,
t a k i n gc o r T e

ition, celebrations,etc.
a n d r e c o g n i t i .

Tlhe
A D K A R ge M
Change Management Model is an outcome-oriented change management method
C h a n g

limit resistance to orgarnizational change. The ADKAR model is based on the

to
limit

a u m s

sain determining factor in whether a change is successful in people. The model

main
uhat the
that
nplhas1ses t
fict
thha
at su
t s uc
cc
successful change
ce s s f u l occurs only when each individual member of the team is

o l et o c h a n g e .

S U M M A R Y

OF CHANGE Change meansalteration of the status quo in a systematic manner.

CONCEP

oNE CHANGE
ES OF CHANGE Developmental, Transitional and Transformational.
P E MANAGEMENT
CHANGE MANA
ROCESS: Unfreezing, moving, refreezing.
of
External forces (market, technology, population, political and legal system)
and internal force
es
NEED FOR CHANGE
CHANGE:
(defects, others).
ot quo), Tea
TANCE T CHANGE : conventions, fear of unknown, zero tolerance, (status
Habits and
ess R E S I S T A N C E

redundancy or SKills, egoistiC attitude, peer pressure, emotional resistance

to change in social group
mic loss,
eConomic loss, cost involved.
anisationalstructure, resource constraints, management's lack of faith in change, leadershi
organisalional

participation and involvement, facilitation and support,

eTRATEGIES: Education and communication,
STRA
and cooptation, coercion, group dynamics.
otiation and agreement, manipulation forces (forc
need for change, define element to be changed, plan
the change, assess change
uANAGING: ldentify
implement change, follow-up.
feld analysis), Reinforcement (R).
Awareness (A), Desire (D), Knowledge (K) Ability (A),
ADKARMODEL:
odel