The biggest challenge to sustaining change arguably isn’t employee resistance – it’s habit. Truly resistant employees are rare, but every human being is subject to the power of habit. We can all benefit from some help to avoid falling back into old habits and sustain the initial momentum and excitement of the improved way of getting the work done.
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Employees who have knowledge about a new process aren’t automatically proficient at achieving the desired results. Even with the best of intention and motivation, if I just depend on my individual knowledge and desire, I might never attain the needed ability level to make a new or changing process successful. So how do we incorporate a new skill into our ability?
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Change management starts with building awareness and desire because it recognizes that success requires each employee to choose to adopt and use the new process. Training for new knowledge will yield best results if the people involved have enough awareness and desire to embrace the change, and to seek knowledge and put it to use.
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How many of us have been shaped by a work culture that lives by an “If it ain’t broke, don’t fix it” rule? But what does that really mean?
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In our Lesson 1 post, we introduced change management as a strategy to implement successful process improvement initiatives. In this installment, we will introduce the ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) change management model. This is a five-stage approach to help organizations manage the people side of change. Today, we will focus on Awareness.
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Government staff often ask where to start when they seek to improve a process like permits, asset management, approval queues and so on.
It’s hard to know what actions to take without looking at why you are where you are today, and the mindset of the people who will have to make the change happen.
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