Assignment 6 By Go

Assignment 6 By Go

Assignment 6 By Go

The Get Well Health Care Company directors noticed a significant drop in the company's customer service ratings. It was determined that an Agile Lean approach to improving the methods for receiving, processing, and resolving customer questions and complaints was needed. The CEO of the company is eager to initiate this effort. You have been appointed to lead this change. The CEO informed you that the employees of the customer service unit are unaware of the upcoming change and the decline in customer service ratings.

You decide to use the ADKAR Model to assist the employees in this unit to navigate the change. In this assignment, you are to list and explain each step of the ADKAR Model and describe what you would do under each step to facilitate the employees' adaptation to this change.

Paper For Above instruction

The ADKAR Model, developed by Prosci, is a goal-oriented change management framework that guides individuals through the process of change. It comprises five sequential building blocks: Awareness, Desire, Knowledge, Ability, and Reinforcement. Successfully implementing change requires addressing each of these areas to ensure that employees not only understand and support the change but also possess the skills and motivation to sustain it.

Awareness

The initial step involves creating awareness among the customer service staff about the necessity of change. Since the employees are unaware of the decline in customer ratings and the upcoming Agile Lean initiatives, effective communication is essential. To accomplish this, I would coordinate with the CEO to attend a meeting where they can directly address the team. By having the CEO introduce me and emphasize the importance of the change, it lends authority and seriousness to the message, ensuring employees recognize the urgency. Transparency about the reasons for the change, including the impact on customer satisfaction and the company's reputation, helps employees understand why adaptation is necessary. This step aims to dispel misconceptions and establish a foundation of understanding among staff.

Desire

The desire component focuses on motivating employees to support and participate in the change. Some staff members may be resistant due to fear of the unknown or skepticism about the benefits. To foster desire, I would hold individual meetings with resistant employees to listen to their concerns and address them empathetically. Explaining how the change can improve their work environment, reduce repetitive tasks, or enhance customer interactions may help build support. Additionally, highlighting success stories from similar implementations can motivate staff to view the change positively. For staff who remain hesitant, I would engage in a dialogue to understand their fears and provide reassurance, emphasizing that their involvement is valued and that support will be available throughout the transition.

Knowledge

Once employees are motivated, they need to acquire the necessary knowledge to implement the new lean tools and processes effectively. This involves providing comprehensive training sessions that explain the principles of Agile Lean, specific tools they will use, and new procedures. Hands-on training, workshops, and instructional materials can facilitate learning. The goal is to ensure that employees understand not only what needs to change but also how to do so practically. Providing resources such as manuals, online tutorials, and mentorship opportunities can reinforce learning and help staff internalize new skills. Well-trained employees are more likely to perform confidently and correctly with the new system, leading to improved customer interactions and ratings.

Ability

After gaining knowledge, employees must develop the ability to perform their roles with the newly acquired skills. This may require practice sessions, coaching, and feedback loops to build confidence and competence. Some employees might learn at different paces, necessitating tailored support strategies. For example, slower learners or those hesitant to adopt new methods could benefit from additional training or supervision. Creating a simulated environment where staff can practice handling customer inquiries using lean tools allows them to refine their skills before real-world application. Encouraging ongoing coaching and providing constructive feedback ensures that employees overcome hurdles and incorporate new practices seamlessly into their daily routines.

Reinforcement

The final step involves reinforcing the change to sustain improved practices and prevent regression to old habits. Recognition programs, ongoing support, and periodic assessments help reinforce the new behaviors. Celebrating small wins and acknowledging employee efforts boosts morale and commitment. Continuous communication about the positive impact of changes, such as increased customer satisfaction or team efficiency, helps embed sustainable change. Additionally, implementing feedback mechanisms allows employees to share their experiences and challenges, fostering a culture of continuous improvement. Reinforcement ensures that the change becomes part of the organizational norm, leading to long-term success.

Conclusion

Implementing the ADKAR Model provides a structured approach to guide employees through change management effectively. By systematically addressing awareness, desire, knowledge, ability, and reinforcement, the Get Well Health Care Company can facilitate a smooth transition to improved customer service processes using Agile Lean principles. Ensuring clear communication, motivating staff, providing comprehensive training, supporting skill development, and reinforcing positive behaviors are critical steps in achieving sustainable organizational change and restoring customer trust and satisfaction.

References

  • Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government, and Our Community. Prosci.
  • Cameron, E., & Green, M. (2019). Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change. Kogan Page.
  • Hiatt, J. (2018). ADKAR Model — Prosci. Retrieved from https://www.prosci.com/adkar-model
  • Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
  • Armenakis, A. A., & Harris, S. G. (2009). refreezing change: What leaders must know. Organizational Dynamics, 38(2), 72–80.
  • Lewis, L. K. (2014). Organizational Change: Creating Change Through Strategic Communication. Wiley.
  • Burnes, B. (2017). Kurt Lewin and the Harwood Studies: The Foundations of Change Management. Journal of Change Management, 17(4), 273–288.
  • Appelbaum, S. H., et al. (2017). Change Management in the Age of Digital Disruption. Journal of Organizational Change Management, 30(3), 449–464.
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  • Hussain, S., et al. (2020). Organizational Change and Employee Resistance: A Literature Review. International Journal of Organizational Leadership, 9(1), 13–23.

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