Need help in rewriting this in my own words, please.

Change management model

The model that would work the best for the U.S. branch would be the ADKAR change

management model. With the U.S. branch having problem areas that include areas of

professional development, employees understanding the company vision, values, and mission,

issues between employees and senior leadership/ middle managers, and communication. The

ADKAR model will help to address these issues to help make the change process have less

issues and help to keep employees with the company.

The awareness stage of the ADKAR model helps leaders explain the why, how, and what

the changes are to the employees. Communication is the most important part of this stage of the

model. I would make sure that the VP is clearly explaining the reason for the change not just to

the managers but to the employees as well. Not only does the VP need to explain the change but

also get the employees to agree with the change. The change will need to be explain by why

change is needed, how the change will happen and how it will affect the organization, and what

is changing within the organization. There should be a major focus should be on the benefits of

the change for the organization and how they will benefit the employees of the organization

(Malhotra, 2019).

The next step of the ADKAR model is to foster a desire to want the change. In this step I

would designate change leaders for each department. These leaders would receive the most

specifics about the change. Then the change leaders need to have the specific benefits of the

change and apply them to particular individuals or teams. By letting the employees know how

the change will benefit them in their day-to-day work will make it easier for them to desire the

change. While fostering desire resistance to the change will be a major obstacle. Once the root cause of the resistance is understood it will need to be addressed head and if necessary a

adjustment may need to be made to the change implementation plan (Malhotra, 2019).

With the next stage of knowledge, when senior leadership and middle managers have the

knowledge about how to make changes and what the changes are it will help to make the process

easier. It will also make it easier for leadership to pass on the information about the changes to

the employees and this can create a sense for the employees that they are a part of the change.

Also, having the knowledge of how to train employees will help with the comprehension of the

changes. This can be done in a variety of ways including classroom training, job shadowing/

mentoring, videos, or self-guided learning (Malhotra, 2019).

Next step is having the ability to make the change. Employees need to have the

confidence in themselves that they have the capability to make the change. To do this change

leaders need to coach individuals or teams to bridge the gap between knowledge and ability.

Change leaders also need to be able to inspire and encourage employees. Change leaders also

need to collect feedback from their teams and bring potential issues and obstacles to the attention

of the senior leaders and the VP. To help with the employee's ability to change hands on training

will be very beneficial (Malhotra, 2019).

Then reinforcing the change after everyone from the senior leadership to the employees

are on the same page with the change will be easier. It will also help create the sense that

everyone was a part of the change and a sense of accomplishment. A part of this step is to make

sure to correct mistakes and poor behaviors in private when employees start to slip back into old

habits. And if praise is to be given then it should be given publicly so that it can be celebrated by

the entire organization. Continuing to collect feedback will continue to be important and is valuable. Listening to employees concerns or complaints will allow management see where extra

support would be beneficial (Malhotra, 2019).