The final element of the ADKAR change management model is Reinforcement.

  • A – Awareness of the need to change
  • D – Desire to support and participate in the change
  • K – Knowledge of how to change
  • A – Ability to implement the required skills and behaviors
  • R – Reinforcement to sustain the change

Reinforcement includes any action or event that strengthens and reinforces the change with an individual or organization. This can include personal or private recognition, celebrations, rewards, or simple acknowledgement.

Reinforcement does not need to be a major event. Sometimes a simple thank you and expression of appreciation can be meaningful.

In the ADKAR model, there are four factors that contribute to the effectiveness of reinforcements:

Factor 1 – Meaningful reinforcements

Generally speaking, change is reinforced when recognition and rewards are meaningful to an individual. From an individual perspective, meaningful can be:

  • The recognition or reward applies to the person being recognized
  • The person providing the recognition or reward is someone that the individual respects
  • The reward is relevant or valuable to the person being recognized

Factor 2 – Association of the reinforcement with accomplishment

In most cases, individuals realize that they have succeeded at a change. Recognition lets them know that others care and appreciate their efforts and that the change is important.

But when an individual struggles or puts in a major effort to making the change and nobody notices, this absence of reinforcement can become a detriment to sustaining the change.

Individuals want to be recognized for meaningful contributions and progress. Using rewards or recognitions in the absence true achievements, reduces the value of the reinforcement now and in the future.

Factor 3 – Absence of negative consequences

The change process may be impeded for a person that experiences negative consequences for exhibiting the desired behavior. This can happen when some individuals within a group insist on doing things the old way and apply pressure to their co-workers to do the same. I have also experienced where in a power struggle the individual’s immediate leader places pressure on their teams not to comply with the change – not a good situation.

Factor 4 – Accountability systems

Accountability for continued performance is one of the strongest forms of reinforcement. Accountability systems are often tied to job performance and measurements. With the accountability and performance measurements are in place, the results of the change behavior become visible on an ongoing basis.

Overall the greatest risk with the lack of reinforcement is the perception that the effort for expended for transitioning to the change was not valued. This can impact the current change – reverting to old habits – and any future change efforts. When the next change effort comes, they will remember the negative history which will make any future change efforts difficult to implement.

Well that’s the end of the six-part series on the ADKAR model for Change Management. I hope you found the information helpful.

Let us know how your change management efforts work out and if this information was useful to you.

If you have any questions or need assistance with managing your change initiative, please do not hesitate to contact us.