Question: Analyze the limitations of the ADKAR model/theory (Awareness, Desire, Knowledge, Ability, and Reinforcement), and develop a new, or modified, tool or process to address these limitations.

Tasks:

Introduction

Depth and breadth of analysis (with APA referencing in it and the website link for the reference)

Comprehensiveness and practicality of tool/process modification (with APA referencing in it and the website link for the reference)

This is what I have done so far for the introduction, how can I improve it, and what else could I add:

In this essay, we will analyse the limitations of one change management tool or function and develop a new or modified version of it. The change management process known as ADKAR (Awareness, Desire, Knowledge, Ability and Reinforcement) has this article will examine the shortcomings of a certain tool or process for change management. Then we will design a whole new device or process or modify an existing one to address these shortcomings.

Changes are frequently necessary when a corporation embarks on initiatives or projects to boost productivity, exploit opportunities, or handle pressing problems. Job responsibilities, organisational structures, and the types and applications of technology are all examples of process modifications. The effort will fail if employees don't adopt and learn a new working method and change how they do their jobs.

In addition, change management according to Grimolizzi-Jensen, is an organised method for ensuring that changes are successfully and comprehensively implemented in order to reap long-term advantages. Change management is concerned with the wider implications of change, especially on people when teams and individuals move from one state to another. Change management, which targets leadership at all levels of an organisation, including CEOs, senior leaders, middle managers, supervisors, and employees, consequently places a strong emphasis on the human component of change .

Change management is the discipline that governs how executives teach, educate, and enable personnel to successfully adapt to change in order to achieve organisational performance and outcomes. Research over many years has shown that leaders are able to intervene to affect subordinates in their particular transitions when all changes are unique and all subordinates are unique as well.

This is what I have done so far for the depth and analysis, how can I improve it, and what else could I add:

Change is unavoidable, whether it is personal or professional. Change is also required for growth, especially in your professional career. Having the same job after ten to fifteen years indicates that change has been limited. However, because individuals and organisations are creatures of habit, change is not always easy. Dealing with professional changes is even more difficult as a project manager or organisation leader. In these positions, you are accountable for assisting your team members and employees reach their full potential and produce excellent work. This goal is difficult to achieve due to the multiple personalities involved, but change management may be useful in this situation (Hussain et al, 2018).

However, the following steps comprise a brief explanation of how ADKAR drives action in organization:

The first step is to recognize the need for change. This indicates either a project-related issue that the team or manager would like to address, or an unexpected result has occurred. The actions are taken when this scenario occurs to determine the present, the future, and the transitional stage.

Observing how a person navigates a change happening to them or around them, some personal transformation models are descriptive. The ADKAR Model is, nevertheless, directive. It identifies the components needed for a chance to succeed. ADKAR promotes action since it is outcome-focused. Instead of just outlining how someone goes about making changes, it offers a road map of what has to be done to move a change forwards. The aim of change management, as described by the ADKAR Model, is now the focus, representing a major shift from thinking about change management activities.

The team or manager decides on the details of the change in the second phase. It is a process in that the way the team performs specific tasks and activities will change. A question arises regarding whether a role change will occur in which a team member(s) will assume a new role or responsibility. On the other hand, is it an overall shift based on client needs? This phase includes cost and risks analyses to assess the feasibility of change based on time and financial resources.

The next stage involves CM models playing roles. This greatly influences how the change is implemented. The needs and interests of stakeholders must be assessed and communicated in order for effective change to occur. Whether the change is minor or major, the project manager will face resistance to the proposed changes from both team members and stakeholders. This is why the change management model selected is an important part of the CM process; each model includes methods for dealing with resistance. The action, communication, and resistance plans for the CM process must also be developed and tailored to the various stakeholder groups at this stage.

The fourth stage is the stage of implementation. With the formation of a CM process, the transition state occurs, and the plans are now in motion. Finally, the monitoring phase keeps an eye on the changes and ensures they are heading in the right direction. Any errors are identified, and lessons are learned for future reference in updating the CM process, ensuring the success of future CM processes.

The ADKAR Model is a framework for managing change. Awareness, Desire, Knowledge, Ability, and Reinforcement are the model's steps. ADKAR, in contrast to most other change management models, focuses on the human aspect of change (Al-Alawi et al., 2019). It recognizes that for an organizational change to be successful, individuals must change in.

Change management teams can concentrate their efforts on certain business results by using the goal-oriented change management model ADKAR. It was initially employed as a tool to assess if organisational change management efforts like communications and training were yielding the expected results. However, the shortcomings of this paradigm are the absence of the leadership position and the programmed management principles that would have clarified and guided change (Tang, 2019).

Employees who are aware understand the importance and nature of change and the risks involved if the change does not occur. Desire refers to an employee's personal decision to be a part of the change, which can occur only after full awareness of the change has been developed. Knowledge refers to the formal step-by-step instructions and training provided to employees on implementing change during the transition and new systems, techniques, skills, and so on that are required once the change is implemented. Ability refers to the daily implementation of the change. Leaders assess employees' ability to carry out their job tasks at this stage and provide training as needed. The final and most important phase is reinforcement, which refers to maintaining the change and ensuring that individuals do not revert to old habits.

The sections for the ADKAR model provide brief explanations for addressing the limitations and strengths of change management.

(i) Awareness

Communicating awareness to employees on the need for organizational culture change is essential for employee and organizational performance (Angtyan, 2019). They are developing a strategic message for customers and employees to avoid confusion and provide a comprehensive point of view with the help of internal leaders, task forces, and a dedicated internal change management team. The CEO and other top leadership teams in the organization should become deeply involved in this process and provide information about the change. For example, the top leaders may call a meeting and schedule a time for each department to attend. Then the top leaders may explain the change in detail using visual representation to familiarise employees with why the change was necessary and its impact, importance, and potential risks.

(ii) Desire

The ADKAR model's second component, desire, represents the motivation and ultimate decision to support and participate in a change. Unlike awareness-building, where we can take steps to generate awareness of the need for change, creating the desire to change remains elusive and out of our hands. Naturally, a desire to support and be a part of the change can emerge only after an established understanding of the need for change. Many business leaders make the mistake of assuming that by raising awareness of the need for change, they have also generated desire. For example, the go-to team's role was to answer employees' questions, whereas the operation leaders determined the change's mood, acceptance, and rejection. In addition, the online platform was also designed to alleviate stress and provide answers to questions. This made employees feel like they were a part of the change (Goyal and Patwardhan,2018).

(iii) Knowledge

According to the knowledge section of the ADKAR, internal organizations departments should focus on training staff annually or as needed to ensure that departments that are struggling or have multiple misconduct cases can receive the information they need to change or maintain their organizational culture. Increased knowledge will bring clarity to the organization's policies and procedures. Once the knowledge has been obtained, employees will be able to work on improving their organizational culture, behaviors, and engagement with higher management or top leaders if they are required to participate in the investigation. (Yafi, Tehseen, & Haider, 2021)

(iv) Ability

This relates to providing a suitable model supported by appropriate training and resources and centered on upskilling(Osolase, Randi, & Mansor, 2022). It is the process by which employees demonstrate that the skills and competencies acquired through training can lead to increased employee and organizational efficiency(Osolase, Randi, & Mansor, 2022). Organizations must bridge the gap between employees' skills and their ability to apply those skills to delegated tasks at this level.

(v) Reinforcement

Reinforcement is the process of improving all acquired skills, knowledge, competencies, and abilities. It focuses on maintaining the achieved change process by keeping employees aware of their delegated roles. It is a process designed to prevent the recurrence of harmful environmental behaviors, attitudes, and practices. Employee effectiveness can also be motivated through reinforcement. Positive reinforcement can be achieved through extrinsic and intrinsic rewards for performing employees (Hassan et al.2021). Extrinsic rewards include salary increases, bonus applications, and other benefits such as free or subsidized transportation and medical care services.

Furthermore, commendations, admiration, and encouragement are all components of intrinsic rewards for workers. Extrinsic and intrinsic rewards encourage employees to become motivated and actively participate in their duties, which aids the firm in achieving its strategic goals. (Hassan et al. 2021) An organization's scorecard is strengthened when employee performance is evaluated. According to research, employees are more dedicated to environmentally responsible measures when their performance is praised. ((Osolase, Rasdi, & Mansor, 2022)

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