Use of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptx
ADKAR Change Management Model
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2. Objectives
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Why do some changes fail while others succeed?
Prosci ADKAR Model & The People Approach
Awareness
Desire
Knowledge
Ability
Reinforcement
3. Why do some changes fail while others
succeed? research with hundreds of organizations
After extensive
undergoing major change, it has been observed that the root
cause of failure is not simply inadequate communications or poor
training. Success is not to be found in excellent project
management alone, or even the best vision or solution to a
problem.
The secret to successful change lies beyond the visible and busy
activities that surround change. Successful change, at its core, is
rooted in something much simpler: How to facilitate change with
one person.
5. Prosci ADKAR
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Model – The People Approach
Awareness of the need for change
Desire to participate and support the change
Knowledge on how to change
Ability to implement required skills and behaviors
Reinforcement to sustain the change
Understand the possibilities
Individuals make changes successfully when they have
the necessary Awareness, Desire, Knowledge, Ability
and Reinforcement.
6. Awareness of the need for change
Factors influencing Success
• A persons’ view of the current state
• How a person perceive problems
• Credibility of the sender of awareness messages
• The credibility of the sender of awareness messages
• The circulation of misinformation or rumors
• The contestability of the reasons for change
7. Awareness of the need for change
Building Factors
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Communication with all stakeholders
Access to information
An Event
An Observable condition / need
Resisting Factors
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Comfort with status quo
Credibility of messenger / instigator
Debate or denial that change is needed
Rumor machines & misinformation
8. Desire to participate & support the change
Factors influencing Success
• The nature of the change
o What change is & how it will impact each person
• The organization or environmental context for the change
o His or her perception of the organizations or environment that is subject to
change
• Each individual person’s situation
• What motivates a person
o Those intrinsic motivators that are unique to an individual
9. Desire to participate & support the change
Building Factors
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Incentive for individual –personal gain
Risk - fear of consequences if don’t
Wish to belong
Willingness to follow a leader you trust
Alternative is worse
Face to face communication
Resisting Factors
• In comfort zone
• Fear of unknown
• Change not in individual’s self-interest
or values
• No answer to What’s in it for me?
• Negative history of change – personal
or organisational
• Individual situation
10. Knowledge on how to change
Factors influencing Success
• The current knowledge base of an individual
• The Capability of this person to gain additional knowledge
• Resources available for education & training
• Access to or existence of the required knowledge
11. Knowledge on how to change
Building Factors
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Training & education
Experience
Access to information
Mentoring
Support to achieve
Resisting Factors
• Gap between current & required
knowledge
• Insufficient time
• Insufficient resources
• Capacity to learn
12. Ability to implement required skills & behaviors
Factors influencing Success
• Psychological Blocks
• Physical capabilities
• Intellectual capability
• The time available to develop the needed skills
• The availability of resources to support the development of
new abilities
13. Ability to implement required skills & behaviors
Building Factors
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Ongoing practice
Time
Coaching/perceptorship
Access to required resources
Feedback
Resisting Factors
• Lack of time to develop skills
• Lack of support
• Psychological blocks – existing
behaviour contrary to desired
behaviour
• Limitations of individual ability
• Individual’s capabilities
14. Reinforcement
to sustain the change
Factors influencing Success
• The degree to which reinforcement is meaningful and specific
to the person impacted by the change
• The association of the reinforcement with actual
demonstrated progress on accomplishment
• The absence of negative consequences
• An accountability system that creates an ongoing mechanism
to reinforce the change
15. Reinforcement to sustain the change
Building Factors
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Celebrations
Ongoing rewards/recognition
Feedback
Holding to account
Ongoing measurement
Ongoing accountability and resource to
embed change
Resisting Factors
• Reward not meaningful or associated
with achievement
• Absence of reinforcement
• Negative peer pressure to revert to old
ways
• Incentives that directly oppose change
