Change can feel like a rollercoaster. One minute, you’re rolling out a shiny new system; the next, half your team is grumbling about it.
Sound familiar?
That’s why the ADKAR model is such a game-changer. It’s a simple, step-by-step way to help people—not just companies—adapt to new things.
It comes from Prosci, a trusted name in change management, and isn’t some fancy, hard-to-get theory.
It’s down-to-earth and simple to understand, and it works because it zeroes in on what really matters: people.
And if you want your managers to lead the charge confidently, why not set them up with the right skills? Something like TSW’s management training courses can give them the tools they need to guide everyone through change like pros.
Let’s keep going!
What is ADKAR?
So, what is ADKAR, exactly?
It’s a framework that spells out five steps people need to go through to handle change well.
The name ADKAR stands for:
- Awareness: Knowing why a change is needed.
- Desire: Wanting to jump in and support it.
- Knowledge: Understanding how to make it happen.
- Ability: Actually pulling it off.
- Reinforcement: Keeping it going strong.
Unlike some big-picture models, the ADKAR change management model zooms in on individuals.
It’s all about helping each person get from “Why are we doing this?” to “I’ve got this!”
Jeff Hiatt, who started Prosci, came up with ADKAR after studying the change patterns of 900 organisations across 59 countries over 14 years! He noticed that change only works when people move through these stages one by one.
Picture this: your office is switching to a new scheduling app. If folks don’t get why the old one’s being ditched (Awareness), they won’t care enough to learn the new one (Desire).
Even if they’re on board, without training (Knowledge) and practice (Ability), they’ll flounder. And if there’s no follow-up (Reinforcement), they’ll slide back to their old ways.
That’s the ADKAR model for change in action—simple but smart.
Key Principles of the ADKAR Model
The ADKAR model is built on some solid ideas that make it work. Here’s what drives it:
- Change Starts with People: Companies don’t change on their own—people do. The ADKAR model of change management says every individual has to buy in for the whole thing to succeed.
- Step-by-Step Wins: You can’t skip around. Each stage builds on the last, like climbing a ladder.
- Spot the Holdups: If someone’s stuck, ADKAR helps you figure out where—maybe they don’t want it or don’t know how—and fix it.
- Keep the End in Sight: Every stage has a clear purpose so you can track how things are going.
These principles make the ADKAR change model a no-nonsense way to tackle change. It’s all about keeping things clear and focused on the stakeholders who matter most—you and your team.
ADKAR Change Model vs. Other Organisational Change Management Models
There’s no shortage of ways to manage change:
- Bridges’ Transitional Model (Focuses on the emotional journey through change.)
- Force Field Analysis (Looks at the push and pull of forces for or against change.)
There is also Maslow’s Hierarchy of Needs—not exactly a change management model, but it often comes up in discussions about motivating people through shifts.
So how does ADKAR stack up?
Let’s put it side by side with two of the most popular ones: Kotter’s 8-Step Model and Lewin’s Change Model.
ADKAR vs. Kotter’s 8-Step Model
Kotter’s model is big on rallying the whole organisation. It’s got steps like “create urgency” and “build a team” to push change from the top down.
It’s awesome for huge shifts, but it doesn’t zoom in on each person’s journey like ADKAR does.
Think of Kotter’s as the megaphone and ADKAR as the one-on-one chat.
ADKAR vs. Lewin’s Change Model
Lewin keeps it short with three stages:
- Unfreeze (get ready),
- Change (make it happen), and
- Refreeze (lock it in).
It’s straightforward but pretty broad. The ADKAR model for change management, though, breaks it down into five clear steps for each person, giving you more detail to work with.
Why ADKAR Stands Out
The best thing about the ADKAR change model is how it focuses on you—the individual. Other organisational change management models might paint with a wider brush, but ADKAR gets personal.
It’s like having a map for every team member’s path through the change, not just the company’s:
|
Model |
Focus |
Steps |
Best For |
|
ADKAR |
Individual change |
5 (A-D-K-A-R) |
Personal transitions |
|
Kotter’s 8-Step |
Organisational momentum |
8 |
Large-scale projects |
|
Lewin’s Change Model |
Basic change process |
3 (Unfreeze-Change-Refreeze) |
Simple, high-level shifts |
|
Bridges’ Transitional Model |
Emotional journey |
3 (Endings-Neutral Zone-New Beginnings) |
Supporting people through change |
|
Force Field Analysis |
Forces for/against change |
No set steps (analysis-based) |
Deciding if change is doable |
Benefits of Using the ADKAR Model of Change Management
Why pick ADKAR? It’s got some serious advantages that make change easier.
Check these out:
- Clear and Simple: The five steps are like a checklist—easy to follow, no guesswork.
- People-First: It digs into what each person needs, increasing the odds that everyone gets on board.
- Find the Snags: Are you stuck on “Desire”? ADKAR points this out so you can fix it quickly.
- Keeps Change Alive: That Reinforcement step stops people from backsliding.
- Fits Anywhere: Big company overhaul or small tweak—ADKAR works for it all.
Numbers back this up, too.
Prosci’s research shows that two-thirds of participants using ADKAR call it “extremely effective” for tracking change, with them saying it works well overall.
That’s a solid vote of confidence for the ADKAR change management model.
The Five Stages of the ADKAR Change Model
Let’s get into the nitty-gritty of the ADKAR model—the five stages. These steps are your roadmap for helping people switch gears. It may be a big change at work or something smaller.
We will use a real-world example: your company’s rolling out new software. Each stage shows you what people need to move forward, and if you skip one, things can get messy.
1. Awareness – Getting Why It’s Happening
First up is Awareness. This is all about making sure you and your team understand why a change is even on the table.
Imagine your office is dumping the old software for a new one.
If no one’s told you why, you might think, “This is pointless,” or “Everything was fine before.” Maybe you’d even grumble, “Why don’t they ever tell us what’s going on?”
That’s normal—people push back when they’re in the dark.
Here’s the deal: humans naturally resist change unless they get the reason behind it. In ADKAR, awareness is the spark that fights that resistance.
Let’s say the old software’s about to lose vendor support, or the new one’s going to make dealing with customers way easier.
Once you hear that, your reaction shifts.
You might ask, “When’s this happening?” or “Will I get training?” Suddenly, you’re curious, not cranky. That’s awareness doing its job—lighting the first fire for change.
2. Desire – Wanting to Jump On Board
Next is Desire, and this one’s trickier. Just because you know about the new software doesn’t mean you’re excited to use it.
Without desire, you might say:
- “I’m not bothered,” or
- “What’s in it for me?”
Maybe you’re even thinking, “Are they serious about this?”
Desire is personal—it’s about whether you want to get involved, not just whether you get the point.
Everyone’s got their own reasons to care or not. Maybe you love the old way, or the change feels like an extra hassle.
If you’re not feeling it, people might call you stubborn or negative, but that’s not fair. The fix?
Your manager’s your best ally here. They can chat with you one-on-one, figure out what motivates you—like less busywork or a slicker workday—and help knock down any roadblocks.
That’s how desire kicks in: it’s less about forcing you and more about connecting the change to something you value.
3. Knowledge – Learning the How-To
Now we’re at Knowledge. You’re aware of the change; you’re up for it—great! But do you know how to make it happen?
This stage is where you pick up the skills and info you need.
Say it’s that new software again—knowledge means learning how to log in, click around, and get stuff done.
But here’s a trap companies fall into: they shove you into training too early.
If you’re still clueless about why the software’s coming or not sold on it, training’s a waste. You’d sit there, zoned out, wondering why you’re even in the room.
Training flops without awareness and desire first.
4. Ability – Turning Know-How into Action
Okay, you’ve got the knowledge, but can you actually do it? That’s where Ability steps in.
There’s a gap between understanding something and pulling it off—what experts call the “knowledge-to-ability gap.”
With the new software, maybe you know the steps but still fumble. You might say:
- “I keep messing this up,” or
- “It takes me forever to finish.”
Ever read a manual and then freeze when it’s go time? That’s the gap right there.
To close it, you need practice—hands-on, real-deal practice. Think of a safe space to test the software, like a dummy version where mistakes don’t matter.
Maybe it’s a training day with a coach or a pretend run-through before the big launch.
The point is, you get to try, stumble, and ask, “How do I fix this?” Time’s your friend here, too. Don’t rush it—let yourself get good at it.
Ability is when the change stops being theory and starts being something you can handle.
5. Reinforcement – Keeping It Going Strong
Last stop: Reinforcement. You’re using the software like a pro—awesome!
But here’s the catch: your brain loves old habits. Without a nudge, you might slip back to the old ways, like sneaking back to spreadsheets instead of the new tool.
You could hear yourself say:
- “This new stuff’s too slow—I’m sticking with what I know,” or
- “Oops, forgot that new step again.”
That’s human nature wiring us for the familiar.
So, how do you stick with it? Reinforcement is about checking in—are you logging in, following the new flow, seeing the perks?
If you’re rocking it, a shoutout or a “Nice job!” goes a long way. It shows everyone that change matters.
But if you’re slipping, someone’s got to dig in—do you need more help? Extra training? Maybe you’re missing desire or ability still?
Reinforcement locks the change in place, making sure you don’t just try it once and bounce back.
How to Implement the ADKAR Model for Change
So, you’ve got the basics of the ADKAR model down. Now, how do you actually use it to make change happen?
Below, we show the way to putting ADKAR into action with a hands-on approach, straight from the “ADKAR Exercise – Implementing the ADKAR Model” idea in Prosci’s playbook:
Step 1: Pick Someone to Help Through a Change
First things first, think about someone you know who’s struggling with a change.
Maybe it’s a friend who can’t stick to a new habit, a family member dodging a chore shift, or a work buddy fighting a new process—like using that shiny new software we’ve been discussing.
Pick someone who’s not quite getting there, even though you’ve tried to help. This is your guinea pig (in a nice way!) for figuring out how ADKAR works in real life.
Why start here?
Because the ADKAR model is all about individuals, you’re not fixing a whole company yet—you’re helping one person.
Once you nail that, scaling it up gets easier.
So, who’s your person? Got them in mind?
Awesome, let’s move on!
Step 2: Break It Down with the ADKAR Assessment
Now, grab a pen or open a note on your phone—it’s time to play detective with the ADKAR Assessment.
This is a fancy term for a simple checkup: you’re figuring out where this person’s stuck in the five ADKAR stages.
You’ll ask yourself some questions about them and give each stage a score from 1 to 5 (1 is “uh-oh, not there at all,” and 5 is “nailed it”).
Here’s how you do it, step by step:
Awareness: Do They Get Why It’s Needed?
Start with Awareness:
- Ask yourself: “Does this person know why this change matters?”
- Write down why you think it’s necessary—like, “The old software’s crashing all the time,” or “Exercise will help them feel better.”
Then, rate how much they’re clued in:
- If they’re muttering, “This is dumb, why bother?” they’re probably a 1 or 2.
- If they ask, “When’s this starting?” they might be a 4 or 5.
Low score? That’s your first clue.
Desire: Are They Up for It?
This is about whether they want to jump in. List out what might push them—like “less stress” or “a smoother workday”—and what’s holding them back, like “too much effort” or “I like the old way.”
Rate how motivated they seem. If they’re shrugging with a “What’s in it for me?” vibe, give them a low score. If they’re pumped, score higher. This one’s personal, so dig into what makes them tick.
Knowledge: Do They Know How?
What do they need to learn to make this change happen?
- For software, maybe it’s “how to log in” or “where the save button is.”
- For exercise, it’s “how to do a push-up right.”
Rate how much they know already.
If they’re clueless and haven’t had training, they’re low—say, a 1 or 2. If they’ve got the basics down, maybe a 4.
Knowledge is the “how-to” piece, so be honest here.
Ability: Can They Pull It Off?
Now Ability—the gap between knowing and doing.
Can they actually use what they know? List any roadblocks—like “no time to practice” or “keeps freezing up.”
If they’re fumbling through the software or tripping over their workout, score them low.
If they’re cruising through it in real life, they’re high 5.
Reinforcement: Are They Sticking With It?
Are they keeping up the change or sliding back to old habits?
Write down what’s helping—like a pat on the back or a reminder—or what’s tempting them to quit, like “it’s easier the old way.”
Rate it: a 1 if they’re totally off track, a 5 if they’re locked in. This stage is about making it stick, so check if the support’s there.
Here’s a quick table to jot down your scores:
|
Stage |
Question |
Score (1-5) |
|
Awareness |
Do they get why it’s needed? |
|
|
Desire |
Are they up for it? |
|
|
Knowledge |
Do they know how? |
|
|
Ability |
Can they pull it off? |
|
|
Reinforcement |
Are they sticking with it? |
Step 3: Spot the Trouble Zones
Done scoring? Look at your numbers. Circle or highlight any stage that’s a 3 or lower—that’s where the trouble’s hiding.
The ADKAR model’s big rule is that it’s sequential, meaning you can’t skip ahead.
If Awareness is shaky, forget pushing Knowledge—it won’t stick. Your job is to start with the first low score you see.
Say your work buddy is at a 2 for Awareness, a 3 for Desire, and a 4 everywhere else.
You don’t jump to Desire yet—Awareness is the weak link. Fix that first, and the rest follows like dominoes.
Makes sense, right?
Step 4: Take Action Based on the Scores
Here’s where you roll up your sleeves and help them out, one stage at a time. Prosci calls these “actionable steps,” but we’ll keep it real and simple:
If Awareness Is Low: Explain the Why
If they’re not clued in, sit them down and chat. Share the big picture—like, “The old software’s dying, and this new one keeps us ahead.”
Then make it personal: “It’ll cut your busywork in half.” Keep it clear and honest—they need to get it before they care.
If Desire Is Low: Spark Some Motivation
Stuck on Desire? Figure out what lights their fire. Maybe it’s “less stress” or “a chance to shine.” Talk it out—ask what’s stopping them and tackle those barriers.
Their boss or a teammate can help here, turning “I don’t want to” into “Okay, I’m in.” It’s about finding their why.
If Knowledge Is Low: Teach Them How
If they don’t know how, don’t bore them with “why” again. Get them the info they need. Set up a quick training session, share a loom video, or walk them through it.
For software, show them the basics—keep it practical and hands-on.
If Ability Is Low: Give Them Practice Time
Knowing’s one thing, doing’s another. If Ability’s the issue, give them space to try it out.
Set up a practice run—like a fake software demo—or tag along to coach them.
Time’s key here, so don’t rush. Maybe they need to find a mentor to nudge them until it clicks.
If Reinforcement Is Low: Lock It In
If you’re going back to old habits again and again, reinforcement’s probably missing. Celebrate their wins—say, “You crushed it with the new tool!”
Check in: Are they using it? If not, why? Maybe they need a refresher or a little reward to stay on track. It’s about keeping the habit alive.
Step 5: Keep It Rolling
Once you’ve tackled that first weak spot, check your scores again. Did Awareness jump to a 4? Cool—move to Desire.
It’s a cycle: assess, act, reassess.
You’re not done until all five stages are complete. For our software example, you might take a few weeks to make them aware, excited, trained, skilled, and locked in.
Need a boost? A course like Management Skills Training from TSW could sharpen your change management skills and more. It’s packed with practical tips to guide you through a solid foundation for organisational growth.
Frequently Asked Questions (FAQs)
Got questions about ADKAR? Here’s a quick dive into some common ones:
How Can Leaders Apply the ADKAR Model in a Workplace Setting?
Leaders are the glue here. They can:
- Awareness: Share the big “why” in team meetings.
- Desire: Tie it to personal wins—like less stress or better results.
- Knowledge/Ability: Set up training and practice runs.
- Reinforcement: Praise progress and fix slip-ups fast.
It’s about walking the team through each step with care.
What Challenges Do Businesses Face When Using the ADKAR Model for Change?
Businesses often struggle with building desire among employees, as personal resistance can stall progress, and ensuring everyone moves through all five stages takes time and tailored effort.
Maintaining consistent communication is tough, especially when awareness falters, and balancing different employee needs—like some lacking knowledge while others need ability—can complicate the process.
What Tools and Resources Support ADKAR Implementation?
You’ve got options:
- Prosci Tools: Their ADKAR Assessment via Prosci Hub Solutions Suite tracks progress.
- Digital Help: Platforms like Whatfix offer training guides.
- Books: ADKAR: A Model for Change is a solid read.
Combining ADKAR with continuous improvement approaches like Kaizen can enhance your change management strategy.
These keep you organised and on track.
What Industries Benefit the Most from Using the ADKAR Model?
Industries like technology, healthcare, manufacturing, and services get the most from ADKAR because they face frequent changes, such as new software rollouts or process updates.
Its focus on individual adaptation ensures smooth transitions and lasting results.
Conclusion
Change is inevitable and mastering it sets great leaders apart.
The ADKAR model offers a solid framework, but its success depends on execution. That’s where TSW Training flows in seamlessly, transforming managers into champions with practical, hands-on learning that sticks.
Our courses sharpen the skills every change-maker needs: crystal-clear communication, deep empathy, and the grit to push through resistance.
We’ve got something for everyone. Here’s how we can level up your leadership:
- Communication Skills Training: Master the art of messaging to build buy-in and clarity at every step.
- Emotional Intelligence Course: Boost your ability to connect, inspire, and navigate the human side of change.
- Project Managers Training: Get the practical know-how to plan, execute, and deliver results on time.
Ready to turn change into your team’s strength? Explore TSW’s full range of courses and find the perfect fit for your goals.
Have questions? Reach out to our learning advisors—they’re here to guide you every step of the way. Take the leap today!
