The ADKAR change management model: guiding people through transition

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Heads up: this article references the previous Ofsted framework. Ofsted replaced the Education Inspection Framework (EIF) for Further Education and Skills providers on 9 September 2025. The grades and evaluation areas described below are no longer current. For up-to-date guidance, read our refreshed article: The ADKAR change management model: guiding people through transition.

Change is a constant in the modern workplace. Whether it's a new system, a shift in strategy, or a different way of working, change can feel daunting for individuals and teams alike. As leaders, our role isn't just to announce the change, but to guide our people through it effectively. This is where the ADKAR change management model comes in. It's a powerful yet simple framework that helps us understand, and then support, the individual human side of organisational change.

ADKAR is an acronym that stands for Awareness, Desire, Knowledge, Ability, and Reinforcement. It was developed by Prosci, and unlike some change models that focus on organisational processes, ADKAR zeroes in on the individual. By addressing each of these five elements, we can significantly increase the chances of a change sticking and being embraced by everyone involved.

Understanding the ADKAR elements

Let's break down each element of the ADKAR model and explore how leaders can foster them within their teams.

Awareness: understanding the 'why'

Awareness is the first step in any successful change. It's about ensuring individuals understand why the change is happening. What are the business reasons? What are the risks of not changing? What's the problem we're trying to solve?

• Definition: Understanding the nature of the change, why it is needed, and the risks of not changing.

• Why it's important: Without awareness, people may resist simply because they don't see the point or feel it's unnecessary. They might jump to conclusions or rumours can spread.

• Practical steps for leaders:

  • Clearly communicate the business case for change. Explain the benefits for the organisation and, where possible, for individuals.
  • Be open and honest about challenges or uncertainties.
  • Use multiple communication channels - town halls, team meetings, emails, FAQs - to share information.
  • Encourage questions and actively listen to concerns.

Desire: wanting to participate and support the change

Even if people understand why a change is needed, they still need to want to be part of it. Desire is often the most challenging element to foster because it's deeply personal and can be influenced by individual beliefs, values, and past experiences with change.

• Definition: The personal decision to support and participate in the change.

• Why it's important: Without desire, individuals might passively comply or, worse, actively resist the change, making it very difficult to implement successfully.

• Practical steps for leaders:

  • Explain the personal benefits of the change. How will it make their jobs easier or more rewarding?
  • Involve employees in the change process where possible. Giving them a voice can build ownership.
  • Address concerns and objections openly and empathetically. Acknowledge feelings of discomfort or loss.
  • Identify and leverage 'change champions' - individuals who are early adopters and can influence others.
  • Celebrate early successes to build momentum and enthusiasm.

Knowledge: knowing how to change

Once people know why and want to change, they need to know how. This element focuses on providing the necessary information, training, and education for individuals to understand how their roles or processes will adapt.

• Definition: Understanding how to change and what new skills or behaviours are required.

• Why it's important: A lack of knowledge leads to frustration, errors, and an inability to perform new tasks, undermining confidence and progress.

• Practical steps for leaders:

  • Provide clear and accessible training on new systems, processes, or behaviours.
  • Offer resources such as user guides, FAQs, and online tutorials.
  • Explain not just the 'what' but the 'how-to' for specific tasks.
  • Set clear expectations for new roles and responsibilities.
  • Ensure training is delivered at the right time - not too early where it's forgotten, and not too late where people feel unprepared.

Ability: being able to perform the new skills or behaviours

Knowledge alone isn't enough; individuals need the ability to put that knowledge into practice. This element is about translating learning into action and overcoming practical obstacles.

• Definition: The capability to perform new skills and implement new behaviours effectively.

• Why it's important: People can know what to do, but if they lack the practical ability or support, the change won't be fully adopted. This can lead to decreased productivity and morale.

• Practical steps for leaders:

  • Provide opportunities for practice and hands-on experience, perhaps through pilot programmes or simulated environments.
  • Offer coaching and mentoring to help individuals apply new knowledge.
  • Provide ongoing support and immediate feedback.
  • Remove barriers to performance, such as lack of resources or inadequate tools.
  • Be patient and recognise that developing new abilities takes time.

Reinforcement: making the change stick

The final and crucial step is reinforcement. This ensures that the change is sustained over time and doesn't revert to old ways. It's about celebrating success, addressing slip-ups, and building new systems and processes that support the change long-term.

• Definition: Actions and mechanisms that sustain the change and prevent reversion to old ways of working.

• Why it's important: Without reinforcement, the effort put into the first four ADKAR elements can unravel, and people can easily drift back to what's familiar.

• Practical steps for leaders:

  • Recognise and reward individuals and teams who are adopting the change successfully.
  • Integrate the change into performance reviews and job descriptions.
  • Gather feedback on what's working well and what needs adjustment.
  • Address resistance or non-compliance promptly and constructively.
  • Celebrate milestones and successful outcomes of the change.
  • Build new structures, processes, and policies that embed the change permanently.

Bringing ADKAR to life in your workplace

The ADKAR model isn't just a 체크list; it's a diagnostic tool. If you see resistance or struggle with a change initiative, you can use ADKAR to pinpoint exactly where the breakdown is occurring. Are people aware but lack desire? Do they have the knowledge but struggle with ability? By identifying the missing element, you can tailor your support and interventions more effectively. For instance, if awareness is low, your focus should be on better communication and explaining the 'why'. If ability is the issue, more coaching and practice opportunities might be needed.

As leaders, our journey through change with our teams should be empathetic and proactive. By guiding our people through each step of the ADKAR model - from understanding the reason for change to confidently embedding new practices - we build resilience, foster a positive change culture, and ultimately, lead our organisations to greater success. The ADKAR model provides a clear, human-centred roadmap for navigating the often turbulent waters of organisational transition, ensuring that no one is left behind.