ADKAR Model
By Dai Xiaoxiao, Cindy
The ADKAR model for managing change focuses on the people dimension. Research shows that problems with the people dimension of change i the most commonly cited reason for project failures. Effective management of the people dimension of change requires managing five goals that form the basis of the ADKAR model.
When I took my internship in one of the branches of HSBC, the manager in our department has been changed, it is obvious the decision of the management. And I want to use the ADKAR model to describe this situation.
- Awareness of the need to change.
Our previous manager informed us of his leaving about one month before he really left. The branch manager also told us in a meeting that another colleague named would join us; he said it was a serious decision made by the management, and this new colleague had the abilities to take this position, and was suitable to be in our department.
- Desire to participate and support the change.
We know it always takes time to work with the newcomers, because we have already get used to work with the previous manager, and we don’t know what characteristics of this new colleague. We all have a kind of uncertainty in mind. However, we need to accept the changes, we would like to get along with the new colleague, and then we could work better.
- Knowledge of how to change (and what the change looks like)
The new manager has been trained to work in the new department, and we also help her when she is unfamiliar with the ongoing business.
-Ability to implement the change on a day-to-day basis
In this situation, all the staff try to adapt themselves to the style of the new manager, the change is more stable day by day.
-Reinforcement to keep the change in place.
When the colleagues in our department get used to the way of doing things of the new manager, I think the change would be reinforced in the workplace.
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