Hoe krijg je mensen mee in een verandering?

Succesvolle verandertrajecten vallen of staan bij het meekrijgen van medewerkers: de zogenaamde menskant van veranderen. Dat geldt voor grootschalige, strategische reorganisaties, maar ook voor meer kleinschalige trajecten zoals een andere manier van werken of de introductie van nieuwe systemen.


Herken je de reactie als: ‘Zo doen we het al jaren’, ‘moeten we nou al weer veranderen’, De manier waarop mensen reageren op veranderingen in organisaties verschilt sterk. Aan de ene kant zijn er mensen die veranderen beleven als een avontuur, vol kansen en nieuwe mogelijkheden. Aan de andere kant zijn er mensen voor wie veranderen een nachtmerrie is, vol angsten en bedreigende situaties. Tussen deze twee uitersten bevindt zich een scala aan andere belevingen. Ongeacht hoe mensen tegen verandering aan kijken, het vraagt aanpassingsvermogen van mindset, gedrag en vaardigheden.

 

ADKAR is een acroniem dat staat voor de 5 fases die mensen moet behalen om succesvol te kunnen veranderen. Een eenvoudig en gebruiksvriendelijk raamwerk voor iedereen die betrokken is bij het begeleiden van veranderingen.

Hieronder leg ik het ADKAR model van Jeff Hiatt uit.

 

A voor Awareness: Antwoorden op de vraag ‘WAAROM’ is het startpunt om een verandering te bereiken. ‘Awareness’, bewustwording, is daarbij cruciaal! Het transformatie doel en plan moeten helder zijn en de urgentie om te veranderen moet hierin duidelijk worden.

 

D voor Desire: Weten dat een verandering een must is, is niet voldoende. Ook het individuele verlangen ernaar moet aanwezig zijn. In deze fase kan er weerstand ontstaan of een gebrek aan engagement. Hierbij is het belangrijk de dialoog te voeren wat de meerwaarde is voor je medewerkers zodat het antwoord op de “What’s in it for me?” duidelijk word.

 

K voor Knowledge: Knowledge of kennis verwijst naar het hebben van de benodigde kennis en vaardigheden die gevraagd worden om een verandering teweeg te brengen.

 

A voor Ability: In deze fase breng je de vergaarde kennis tot actie. Je verschuift namelijk van het ‘kennen’ naar het ‘kunnen’. Wanneer het vermogen (the ability) is bereikt, kan de verandering eindelijk worden geactualiseerd.

 

R voor Reinforcement: Tot slot is het belangrijk om de verandering te meten en evalueren om na te gaan of de change onder je medewerkers aanslaat. Het motiveren, stimuleren en belonen van je medewerkers voorkomt dat individuen onbewust terugkeren naar hun gewoontes, patronen en hun oude manier van werken.

 

ADKAR MODEL

 Hoe kan je herkennen in welke fase de mensen in de verandering zitten?

 

 

Zonder Bewustzijn (Awareness) en Verlangen (Desire) zal je zien dat:

  • Er onduidelijkheid is en medewerkers steeds weer dezelfde vragen stellen
  • Gebrek aan betrokkenheid om mee te willen veranderen
  • Weerstand op de verandering
  • Onvoldoende focus
  • Lagere productiviteit 
  • Hoger verloop
  • Vertragingen in de uitvoering

 Zonder Kennis (Knowledge) en Vermogen (Ability) zal je zien dat:

  • Onjuist of onvoldoende gebruik van nieuwe systemen, processen of nieuwe werkwijze.
  • Medewerkers zich zorgen maken of ze in de toekomst succesvol kunnen zijn en/of ze nog een baan zullen hebben
  • Vermindering van de productiviteit
  • Het gevoel van een hoge werkdruk
  • Kans op sneller uitvallen

Zonder Stimulans en aanmoediging (Reinforcement) zal je zien dat:

  • Medewerkers terug vallen op de oude manieren van werken
  • Terugval in oude gedragspatronen
  • De veranderingen niet de verwachte waarde en doelen oplevert
  • De organisatie gaat harder sturen op resultaten 
  • De menskant binnen de verandering nog sneller onderbelicht raakt

Wil je meer leren over het Prosci ADKAR-model? In het Engelstalig boek: The ADKAR Advantage: Your New Lens For Successful Change staat uitgebreid  beschreven hoe je veranderingen binnen een organisatie begrijpelijk en beheersbaar maakt. In het boek word niet alleen uitgelegd hoe het model werkt, maar het geeft ook praktische tips en hulpmiddelen.

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