During the past year, you have worked hard with your team to keep existing services going and rolling out new services quickly. From reimagining service delivery to taking paper-based, internal processes on-line, 2020 was a year of non-stop change.
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We are now getting to the point where both staff and the public are starting to anticipate a return to normal operations. As we head that direction, the pressing questions will become: What changes we made during the pandemic do we keep? Which changes should we undo? And which changes aren’t working well but the old way wasn’t working either? After a year of unpredictable change, more change is coming, but now we can more proactively manage that change.
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Did you know we published an audit connection blog series on change management in 2020? If you did and followed along (and even if you didn’t) check out this short video that reviews the ADKAR model of change management.
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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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