Andrea Jones explains the R in ADKAR change management using a failed CRM rollout. Three tactics: automate workflows so the new process is the only path, have managers discuss it in one-on-ones for accountability, and hold monthly peer-support meetings. Intel measured every hundredth wafer and blocked lots until checks ran.
Reinforcement
One in a hundred wafers (1/100)
The final letter in the Adkar acronym of change management is R for Reinforcement. We had a client once who put in an entirely new CRM. They spent a lot of money making.
Sure people knew about it, implementing it.
Getting everyone trained, going live, only to.
Find out a few months later that no one really used it.
They were not held accountable. It trickled by the wayside and a.
Couple years after that they did the whole thing over again with a brand new system.
There are three aspects I think can help with reinforcement. First is, to the extent possible, don't make it optional.
Automate whatever it is you want to.
Do or kind of, you know, standardize that workflow in an automated system so.
People are guided on the path. There's no alternative, there's no other way to do things if you want them to.
They have to get their work done.
They have to follow the process that you've set up. And along with automation, if you can automatically measure things in line, that would be great. I worked at Intel.
They wanted certain number of wafers to.
Be measured versus volume, right? So one in a hundred wafers got measured for defects specifically or measurements around their quality.
And you couldn't even pass that particular lot of wafers onto the next step.
Unless you ran it through the detection or metrology tool. So it was automated.
The second thing is to talk about it.
Sometimes it's hard to do inline monitoring.
Or make things, you know the path, be specific automatically or required that if.
A manager can talk to their report about the process, about the thing that they ask them to do, often every week in their one on ones until it feels old hat, talk about it, find out what their problems might be, where it's challenging, anything that they might need help with, just keep talking about it. It doesn't have to be a real big conversation and it doesn't have to be an edict, it's just it is a conversation. And if the person knows it's going to come up every week, they're to going more likely to do the thing. And the last idea would be bring the group together, everybody who's expected to use the new system or do the new process or use the new equipment or whatever it is you're trying to get them to do.
Bring them all together every once in.
A while, maybe once a month, to talk about their experiences. Best practices they've found, help each other with challenges. And as they kind of get used to going to each other, they don't go to the manager as much. And they're all doing things in a standard way.
So again, automate and measure as much as you can, talk about it and.
Bring people together who are doing the same thing. There's my tips for reinforcement. Good luck.
