One of the key elements of a thorough approach to organizational change management (OCM) is assessing how the change impacts an organization’s “stakeholders”. Those anticipated to be affected and the relevant impacts are captured in the aptly named stakeholder assessment.
Concluding the Organizational Change Management Journey – Reinforcement
The change management journey isn’t complete until we’ve reached the ‘R’ in ADKAR – Reinforcement. This is the second stage in our change journey where another ‘R’ – Resistance – typically manifests itself. We initially plan to address resistance at the Desire stage of ADKAR, when employees and other stakeholders faced with significant change first
Willing Isn’t Enough; Able Drives Adoption
We’ve progressed through the first three stages of the ADKAR journey – Awareness, Desire, and Knowledge – and your employees and other stakeholders are committed to the change. They’re enthusiastic about moving forward. Congratulations. Now what? We’ve reached the next stage in the journey: Ability. Your workforce may be fully informed about and committed to
Organizational Change Management: Knowledge is Power
Knowledge is power. And in the hands of employees who have been asked to implement a significant change, it is the engine of that change. Knowledge occupies the space in the center of Prosci’s ADKAR model of individual change for good reason. It is the hinge on which successful change efforts turn. Here’s why: If
Organizational Change Management: The Critical Element – Desire
In our last Organizational Change Management (OCM) blog post, we began our breakdown of the individual elements of Prosci’s ADKAR Model, which supports the process of individual change, starting with the first “A,” Awareness. Just about everyone can recount a childhood episode when they were confronted with what seemed to them to be a forced
Organizational Change Management: Change Begins with Awareness
In our last Organizational Change Management (OCM) blog post, we promised to break down the individual elements of Prosci’s ADKAR Model, which supports the process of individual change. We’ll start with the first “A,” which stands for Awareness. For individuals, the process of change begins with a clear understanding of why: What is the change?
Manage the Project? Manage the Change? Or Both?
Too often, when the topic of change management comes up, the discussion turns to managing timelines, tasks and budgets, confusing the basics of project management with the true objectives of change management. The concepts are not interchangeable, but they are linked.