Conduct

The Conduct phase of the change management process is critical for effectively executing planned changes. It comprises three key sub-stages: Plan, Perform, and Prove. Each sub-stage ensures the change is implemented smoothly and yields the desired outcomes.

1. Plan

This initial sub-stage focuses on generating the Minimum Viable Change (MVC), which represents the smallest applicable adjustment necessary for the desired outcome. This involves:

• Align the resources, time, and calendar for the change while being mindful of any interdependencies that may affect the implementation.

• Developing a comprehensive plan that outlines the steps needed for a controlled and successful execution.

2. Perform

The Perform sub-stage involves enabling the change according to the established plan. This requires:

• Ensuring that all actions are carried out in a controlled manner to minimise disruptions and ensure a smooth transition.

• Monitoring the implementation process closely to identify any issues or challenges during execution.

3. Prove

Once the change has been implemented, the final sub-stage, Prove, focuses on evaluating the success of the change. This entails:

• Determining whether the change met its objectives and identifying any further plans or adjustments needed to enhance outcomes.

• Documenting lessons learned throughout the process to inform future change initiatives and improve practices.

Remember

• Generate from options the smallest applicable change, MVC.

• Align the resources, time and calendar for changes (and be aware of interdependencies).

• Enable the change according to plan and in a controlled, successful manner.

• Determine if the change was successful, if further plans are needed, and identify lessons learned.

Impacted Areas

• People - who are affected?

• Process - which processes are impacted?

• Technology - What are the technology impacts?

• Culture - How will this affect culture?

ADKAR Framework

Utilizing ADKAR in the Conduct Process

The ADKAR model, which stands for Awareness, Desire, Knowledge, Ability, and Reinforcement, is a practical framework for guiding the Conduct phase of change management. By applying ADKAR, organisations can ensure that changes are implemented effectively and embraced by the people involved. Here’s how each element of ADKAR contributes to a successful Conduct process:

1. Awareness: Before implementing a change, all stakeholders must understand the reasons behind the change. During the Conduct phase, ensuring everyone is aware of the change and its benefits helps mitigate resistance. Communicating the purpose and anticipated outcomes fosters a shared understanding among team members (Hiatt, 2006).

2. Desire: This component focuses on fostering a desire among stakeholders to participate in the change. By engaging employees and addressing their concerns or motivations, leaders can enhance commitment to the change initiative. This can be achieved through open forums, feedback sessions, and recognition of contributions, which help to cultivate a positive attitude toward the change (Kotter, 1996).

3. Knowledge: Providing comprehensive training and resources is essential during the Conduct phase. Stakeholders should have the necessary skills and expertise to implement the change effectively. This can involve formal training sessions, workshops, or instructional materials that outline new processes and systems (Prosci, 2021).

4. Ability: Beyond knowledge, individuals need to be empowered to act on that knowledge. This involves creating an environment where employees feel confident and supported in executing the change. Regular check-ins and support systems, such as mentorship or peer support groups, can help ensure team members can apply their training in real-world scenarios (ADKAR Model, n.d.).

5. Reinforcement: Finally, reinforcing the change through recognition and rewards is critical for sustaining momentum. Acknowledging the efforts and successes of individuals and teams during the Conduct phase solidifies the change and encourages ongoing commitment. This can include celebrating milestones or offering incentives for achieving specific goals related to the change (Hiatt, 2006).

By integrating the ADKAR model into the Conduct phase, organisations can better navigate the complexities of change, ultimately leading to more successful outcomes and a more engaged workforce.

References

• Hiatt, J. M. (2006). ADKAR: A Model for Change in Business, Government, and Our Community. Prosci.

• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.

• Prosci. (2021). The ADKAR Model: A Goal-Oriented Change Management Model. Retrieved from Prosci.
• ADKAR Model. (n.d.). Retrieved from ADKAR Model Overview.