Everyday Invalidations A Is For Awareness Part 2


The ProSci ADKAR model advocates that to build awareness of the need for change the following factors are required to be given voice and narrative:


  • What is the nature of the change?  How does it align with the vision of the organization?
  • Why is the change being made and what are the risks of not changing?
  • How will the change impact the community or organization?
  • What is in it for me?

Beyond the above list there are more considerations to be cognizant of:

  • A person’s view of the current state
  • How the person perceives problems
  • The credibility of the sender
  • The circulation of misinformation and rumors
  • Contesting the reasons for change


So here we find ourselves at a busy crossroads with many directions to choose from.

I pause here to ask who is selling the change?  Who is buying the change?  And who owns the change?

Top down, bottom up or middle market?

Further inquiry into the factors r

A person’s view of the current state-aware or ignorant or fear driven amnesia?

How a person perceives problems, same question as above-what has been the habitual response to past change efforts?

The credibility of the sender-trust or distrust?

Circulation of rumors and gossip-how strong is the critical thought of the group?  Any use of common sense?

Contesting the reasons for change-Has the change alarm sounded due to actual external threats to survival or internal politics and mismanagement?

Note that the above summary takes into account the factors of A Awareness and asks questions rather than listing definition statements from the book.


I suggest this question.  An awareness of what?  Pain, suffering, loss and current dysfunction of the system.  How bad do they perceive it?  What hidden assumptions and belief systems are running that we don’t know about?  What other habits and drama roles are being played out that will be difficult to comprehend?


The ADKAR awareness piece of the change path is not for the faint hearted nor the weak.  It cannot be boiled down to a mass email or a town hall  lecture of “here is what is going to happen.”  as I have seen so many times over.


The curious takeaway for today, how much 1:1 time is there with the ADKAR method of change?  How deep do the change conversations go?

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