Andrea Jones breaks down the Desire phase of the ADKAR change model, explaining why some people resist change while others embrace it. She maps desire across an organization like a bell curve, from active resistors to active adopters, and shows how to use champions to shift the middle toward buy-in.
Hi, I'm Andrea Jones. Today we're going to talk about desire in the Adkar model of change management. All right, so this is super tricky to me. The desire or the motivation to change is probably the hardest part of change management. It's very personal. It's different for everyone. And getting it to the point where you have a quorum or a majority of people ready to change is tough. So let's draw a couple of charts here. All right, Here we have a little chart where you've got volume of people on your Y axis and the desire for change going along the X from active resistors, people who are actively resistant to whatever the change is you're trying to make. Somewhere in the middle, they're passive and actively desiring that change here on the right.
So usually in an organization.
This is a bit of a Gaussian curve, right? Most of the people are here in the path of the middle. You got some active resistors here. Okay. And then you have some people here who really want this change here in the desire area, we're going to come back to that.
As you are trying to convince people.
To be motivated to change, you have.
To remember that nobody really likes change. People appreciate the status quo. It's the evil they don't know in.
That changed world versus the evil they do know.
And that's something in the status quo. And people are triggered emotionally. We don't make decisions outside of our.
Emotions as human beings.
So if you can convince people that the emotional problems associated with the status.
Quo are worse than the emotional joys.
Or successes or feelings they'll have in the change state, even though they don't know it, that'll be much more likely.
To get them to move to a changed state or be desiring of that change.
And in order to do that, you.
Really have to get to the what's in it for me? Or the wifm. All right, so let's.
Let's talk about how can you do that? You want to get to these people.
There are going to be some people in the organization that actively want this change.
These are your.
Champions, and you want to leverage them. All right? Figure out who these people are.
Also, you have to convince.
Or mitigate the negative effects of the active resistors. The goal would be to get those passive mental people moved over on the desire continuum.
So you're trying to go to a.
State like this where you have a lot more people who may be somewhat.
Passive, but at least they're leaning towards desiring a change.
You have them pulled over by the champions, and you have mitigated or minimized these active resistors. If you can get the majority of your people over here on the desiring.
Side of the spectrum, your change is.
Much more likely to be successful. All right, Good luck with all of that. Let us know if we can support you.
