Implementing Best Practices Using the ADKAR Change Management Model

Often, when introducing new safety culture tools or implementing best practices, the implementation team faces certain barriers that arise during the process of introducing and adapting to something new.

Let me give an example from my personal experience of implementing lean production, specifically the 5S system, at a petrochemical industrial enterprise.

In 2015, during the active implementation of the 5S system, we encountered barriers from the enterprise's personnel. These were expressed as a rejection of adopting this practice. The workers did not understand why they needed to implement this system, why they had to sort items at their workstations, and they failed to see the connection between sorting and their personal safety when performing various tasks.

Barriers often arise among two groups of workers:

1. The first group consists of older workers who have a certain old-school mindset, for whom chaos at the workplace is the norm;
2. The second group consists of young workers with little experience who fall under the influence of their more experienced colleagues. The term "followers" suits such employees well.

There are two ways to implement new tools and "fight"/resolve barriers:

1. An aggressive implementation method through orders and creating a sense of fear: if you don't comply or implement it, that's it, you're punished, etc. This method has a huge drawback. During implementation, a rollback to the pre-implementation state (regression) can occur. Workers may withdraw, become defensive and aggressive, and react negatively to every instruction or order you give. This method is neither viable nor effective;
2. Implementing new changes using the ADKAR model.

ADKAR is a step-by-step change management model developed by Jeff Hiatt, the founder of Prosci.

The goal is to ensure a smooth and successful transition to innovations, minimizing resistance and maximizing employee engagement.

The model focuses not on the process, but on the person — because employees are the main driving force behind organizational changes.

ADKAR is applicable in various areas where the human factor is involved in changes: implementing new technologies, reorganizing processes, changing corporate culture, changing safety culture, etc.

Stages of the Model

The name of the model is an acronym for the five key stages that every employee goes through in the process of adapting to something new:

1. Awareness — understanding the need for change. It is important to convey to employees the reason for the changes, their significance, and the consequences if they are not implemented;
2. Desire — personal motivation to participate in and support the change. It is important to motivate the team, explain the benefits, and provide an opportunity to participate in discussions;
3. Knowledge — information on how to change. For successful implementation of changes, employees need to know exactly what will change and how it will affect their tasks;
4. Ability — skills to apply new knowledge in practice. The organization must provide employees with the conditions to use new knowledge and support them so they can confidently perform their tasks under the changed conditions;
5. Reinforcement — support to sustain the changes in the long term. The goal is to make the changes permanent and avoid a rollback.

The model works as a sequence: you cannot skip stages.

Principles

• Structured approach — step-by-step implementation focusing on overcoming specific barriers ensures the predictability and manageability of the change process.
• People-oriented — considering the needs of employees reduces resistance and promotes their active participation in the change process.
• Measuring effectiveness — regular assessment of progress allows for adjusting actions and increasing the overall effectiveness of implementing changes.

Tools

To support the implementation of the ADKAR model, the following are used, for example:

• Communication strategy — presentations, information sessions, video messages from leaders, newsletters.
• Motivational programs — involvement in planning, demonstrating personal benefits, recognition programs.
• Training programs — training sessions, online courses, instructions, manuals, webinars.
• Practical sessions, mentoring, pilot projects — for practicing skills.

Assessment

Each of the five elements of the ADKAR model has its own set of metrics that allow for an objective assessment of progress and identify areas requiring additional attention. For example:

• Metrics for assessing Awareness — the percentage of employees able to accurately state the reasons and goals for the changes, the average score on the scale of understanding the business case (from 1 to 10).
• Metrics for assessing Desire — the change readiness index (based on the results of regular surveys).

A specific feature of implementing ADKAR is the need to adapt the approach to different types of changes. For example, technological transformations require a more intense focus on the Knowledge and Ability elements, whereas organizational changes often require enhanced work with Awareness and Desire.

When implementing the 5S system, we applied the ADKAR change model, which proved its effectiveness right from the initial meetings with work teams in the workshops and production facilities. Implementing new tools is always hard and complex, and the most important thing in this process is to properly prepare yourself and the implementation team for the upcoming large-scale and difficult work.