The second step
The ADKAR model is built on a continuous path. First awareness, then desire. The desire to change is an issue that must be dealt with all levels of your organization, including managers, employees, change champions and yourself.
Desire inherently draws from the change context itself, but also from the change story, the organizational history with change and the individual perspective. But can be coached. We would like to propose two concrete tools on how to generate desire.
At HUMAN UNIVERZ, we've created two deck of playing cards - one for managers and one for employees. You don't exactly play with them, but it does help your managers and employees to put the change into perspective. The cards simply state a question - so you only need three things: a deck of cards, a group of your colleagues and a safe environment, where the players can be honest.
If played truthfully, using the reflection cards can reveal both personal and organizational factors that affects the succes of your change. Perhaps the change is in reality smaller than felt or your managers doesn't wholefully know what the change will entail. It may also dispel any unfounded resistance.
We have picked out a few examples:
- No. 2 for Employees: How would you imagine that you celebrate the success after a succesfully completed change?
- No. 3 for Managers: What change in my life has been the best by far? How can I actively affect this change, so the next one will be just as good?
- No. 4 for Employees: How does your everyday life affect our attitude towards this change?
- No. 6 for Employees: Do you have any experiences regarding changes that turned out to be a failure? How does that affect your attitude and behavior right now?
- No. 16 for Managers: Am I completely aware of what is expected of me - or am I working in the dark?
- No. 17 for Managers: If I look at my life - as a whole - how big is this change?
The Energy Bar
Another tool that you could use is the Energy Bar. It is developed by change management expert Rick Maurer to help leaders build support for change. As a change manager, you do need to consider your stakeholders. Who's the opposition? What leverage do they have in the organization? How do we compare them to our change champions? It easily becomes complicated.
Maurer suggests that you simply begin by drawing a line. Consider resistance and support as an energy bar. Immediately you know where each stakeholder is. The next step is planning on how to move resistant stakeholders - and how far. You can also use the energy bar as a measurement tool to determine how effective you are as a change manager. Watch Rick Maurer explain how the EnergyBar can improve your ability to influence desire.