Attention to the human side of change significantly increases the chances of success

'My choice of the Prosci training was motivated both by personal interest and by the need within the public sector for a concrete methodology for change management. Whether you are a project manager or an organisational consultant, the human side of change always plays a role. 
Last year, I obtained the Prosci Change Practitioner certificate, a globally recognised qualification in change management. Prosci offers a methodological approach, focusing on the individual within the organisation. The ADKAR methodology, which is part of Prosci, plays a central role in this. ADKAR stands for Awareness, Desire, Knowledge, Ability and Reinforcement, five steps an individual goes through during a change.'

'During the multi-day training, we learned the theoretical underpinnings of the Prosci methodology and were given practical tools. These tools help analyse and guide change processes. One of the valuable insights was the importance of a sponsor within an organisation, someone with a mandate and authority who can support the project and the change. Another important aspect of change processes, which is often overlooked, is clearly defining when the change is successful at the outset. For example, 80% of employees are satisfied with a new working method. Or that they are still working this way in two years. Once you have achieved that success, the project can be completed and further embedded in the line organisation. Especially in public organisations, you regularly see that a project around change goes on for years, which does not benefit such an organisation.'

'The strength of Prosci and ADKAR lies in their simplicity and applicability. The human side of change often seems abstract, but a methodological approach makes it tangible and concrete. The Prosci model divides change into three phases: prepare, implement and anchor. This helps define success criteria and monitor progress, ensuring that projects are completed and successfully integrated into daily practice. Using this methodology, you get a good idea of what steps you need to take to get everyone on board with a change and ready for a new way of working. You can promptly identify and resolve bottlenecks within the human side of change.'

'In our assignments, we regularly apply the ADKAR methodology. A good example is our current change programme at the enforcement organisation of the municipality of The Hague. Together with my colleague Luuk Hendriks, we are helping a team there through a change process. In doing so, we use the ADKAR methodology to identify where resistance is and how to remove it. This helps us manage the change better and get those involved on board.'

'Another example is the training programme I offer with my colleague Max Walda at NS to strengthen effective and clear communication teams. This is important for writing reports and clarifying the changes they want to make. With these trainings, we integrate the ADKAR methodology to ensure that changes are understood, accepted, and implemented. This is a typical example of Boer & Croon's way of working: we don't come in as a consultant to solve a few issues, but ensure that our client's team learns from it and can do it themselves next time.'

‘Change management is crucial to the success of projects, especially within the public sector where change is often a constant. The Prosci and ADKAR methodologies offer a structured and practical approach to managing these changes effectively. At Boer & Croon, we believe in the power of these methodologies and the value they add to our projects. They enable us to implement and embed changes sustainably, leading to better results and greater satisfaction among everyone involved.’