What are the specific strategies that we can employ to create the desire in people to support and participate in the change process?
Desire is the second step in the ADKAR model
Building desire
Managers cannot dictate or control an employee's desire to change. Employees choose. However, that does not mean that managers are powerless to achieve this result with their employees. The enablers or elements that may create a desire to change include:
• Fear of job loss
• Discontent with the current state
• Imminent negative consequences
• Enhanced job security
• Affiliation and sense of belonging
• Career advancement
• Acquisition of power or position
• Ownership for the future state
• Incentive or compensation
• Trust and respect for leadership
• Hope in future state Personal context for change
These positive and negative motivating factors are evaluated by employees within the following personal context:
• An employee's personal and family situation (health, financial position, stability, mobility, relationships, etc.)
• An employee's professional career history and plans (successes, failures, promotions, aspirations, years left before retirement, 2nd career potential, etc.)
• The degree that this change will affect them personally (in some cases even large changes can have only a minimal impact on some employees) Organizational context for change
Employees also evaluate these positive and negative motivating factors based on:
• an organization's history with change (past change success or failure, the likelihood that this change will really happen, consequences for employees that have resisted change in the past)
• an organization's values and culture (how the organization treats employees and how employees treat one another) Prosci's top-10 action steps for managers
Listed below are Prosci's top-10 methods for creating a desire to