ADKAR Model of Change: Application in Startup Businesses

This report provides a detailed analysis of the ADKAR model of change management. It begins by defining the ADKAR model, which comprises Awareness, Desire, Knowledge, Ability, and Reinforcement, and explains how it functions within an organizational context to facilitate change. The report then explores the advantages of using the ADKAR model, such as its focus on individual change and measurable outcomes, while also addressing its disadvantages, including its potential to overlook program management factors and its limited applicability to macro-level organizational changes. Furthermore, the report provides an example of how the ADKAR model can be implemented in a startup business, highlighting the importance of addressing past change failures and demonstrating the model's relevance in managing organizational transitions. Finally, the report provides references to support the findings.

ADKAR MODEL OF
CHANGE

Aim of the Study
 According to the respective part, the aim of the study is bring a clear understanding
about ADKAR change management system within the organization.
 The other part of the study is to understand, why the system of change management
model related to ADKAR is used within the internal environment of the organization.
 To understand several advantages and disadvantages that are related to the change
management system
 On the other hand the core part is to implement how the respective model can be best
used under the given stated example of startup business which is planning to
commence in Alberta's technology sector.

Application of ADKAR Model in Change Context
 ADKAR model refers to Awareness, Desire, Knowledge, Ability and Reinforcement.
 ADKAR Model is associated with the change management system of organizations.
 Awareness refers to communication of the reasons for change that initiates the change process.
 Desire refers to empowering and engaging individuals within organization that needs change.
 Knowledge refers to adopting learning through the process of sharing resources among the
employees and different department for implementing the change.
 Ability helps in the part of identifying and addressing organizational barriers that often
challenge the growth and eliminates every possibilities for success.
 Reinforcement helps in the area of keeping the eye on the objectives so that the human resource
do not feel demotivated and lack needed ability.

How ADKAR MODEL WORKS
 Within the organization, it brings a clear idea and knowledge creating awareness
about the change management system required to be implemented.
 It creates an innovative platform in the part of desire to support and participate in
the change management system.
 Helps in bringing adaptive knowledge about the kind of change required to be
adopted.
 It has a strong ability in the part of implementing strong behaviors and new skills.
 It has a strong reinforcement in the part of keeping the change in required place.

At the point of time when the functional aspects that are associated with the system of ADKAR model
is implemented in the project, for people who are considered to be the key participants of the project,
the effective application that is related to the tools and principles of change management itself is
regarded as a part of change to them. Some of the major examples include:
A senior leader who is promoted newly to the and has already being a part of change management
process but never satisfied the core responsibility of being a change sponsor.
Team members who are well experienced and is part of a particular project management tools and
methodologies but is not completely exposed to the change management process.
Functional managers who are who are being introduced to the team of change management for the
purpose of sharing their expertise and insights associated with their respective area but have no strong
exposure to tools or concepts of change management.
Example for the Working Of ADKAR Model

Advantage of ADKAR MODEL OF CHANGE
 By using the respective model within the internal environment of the organization,
the key factor can be that, the teams that are associated with the change management
and leaders will start giving more focus in the part of individual change which is
required to be adopted.
 ADKAR MODEL generally has strong mode of measurable outcomes and clear goals
which has the capability to make the organizational functioning more effective.
 It provides an easy and simple framework to those who are generally involved in the
part of change process (Goyal & Patwardhan,2018).
 It demonstrates a shared linguistic for change managers, employees and leaders.

ADKAR CHANGE MODEL

Disadvantage of ADKAR MODEL
Some of the core major challenges that are associated with the implementation of ADKAR
MODEL in the organization are :
 It ignores several factors that are associated with the system of program management
and other certain needs to offer clear clarity related to direction and the key major steps
which are required to reach the final destination (Galli, 2018).
 The model fails under the part of bringing clear distinction between step change and
incremental change.
 It fails under the part of differentiating the roles that are associated with leadership and
management functions.
 It is the model which is completely applicable for smaller changes in organization where
it fails to understand the program which is based on macro level management functions.

Implementation of ADKAR MODEL for Startup
 Using the system of ADKAR MODEL for the purpose of bringing expansion, they
must try to highlight the organizations transition failures and past changes where the
system of change management function was not strongly applied.
 It is important to demonstrate concrete examples regarding the discrepancies that can
be related to the system of poorly managed change. This may include the organizations
lower mode of productivity, loss of talented and valued employees, Active and passive
resistance (including the function of lower commitment and sabotage)
 The must be capable to share the benchmarking finding form best practices related to
the report of change management.
 They must appoint a leader who have that strong potential in the part of advocating the
actual usage which related to the change management function.

References
Bejinariu, A. C., Jitarel, A., Sarca, I., & Mocan, A. (2017). Organizational Change
Management–Concepts Definitions and Approaches Inventory. In Management
Challenges in a Network Economy: Proceedings of the MakeLearn and TIIM
International Conference 2017 (pp. 321-330). ToKnowPress.
http://www.toknowpress.net/ISBN/978-961-6914-21-5/papers/ML17-061.pdf
Galli, B. J. (2018). Change management models: A comparative analysis and
concerns. IEEE Engineering Management Review, 46(3), 124-132.
https://doi.org/10.1109/EMR.2018.2866860
Tang, K. N. (2019). Change management. In Leadership and Change Management (pp.
47-55). Springer, Singapore. https://doi.org/10.1080/14697017.2017.1349162
Hornstein, H. A. (2015). The integration of project management and organizational
change management is now a necessity. International Journal of Project
Management, 33(2), 291-298. https://doi.org/10.1016/j.ijproman.2014.08.005