Quick reference
Memory aid
A-D-K-A-R: Aware of the need, Desire to change, Know how, Able to do it, Reinforced to keep it.
TL;DR
For each affected individual/group, assess five sequential elements: Awareness, Desire, Knowledge, Ability, Reinforcement. Find the barrier point and design targeted interventions. Reassess regularly.
What Is ADKAR Model?
ADKAR says that for any change to work, each individual must go through five steps: they must be Aware of why the change is needed, Desire to support it, have the Knowledge of how to change, develop the Ability to implement it, and receive Reinforcement to sustain it.
Unlike Kotter's model which focuses on organizational-level change leadership, ADKAR focuses on individual transitions. Each element is sequential — you can't have Desire without Awareness, and Ability doesn't matter without Knowledge. The model serves as both a diagnostic (where is each person stuck?) and a planning tool (what do we need to provide at each stage?). Change fails when leaders focus on Knowledge and Ability (training) while neglecting Awareness and Desire (motivation).
ADKAR Individual Change Model
Five sequential elements that each person must achieve for change to succeed.
Awareness
Why change?
Desire
Want to change
Knowledge
How to change
Ability
Can change
Reinforcement
Sustain change
Origin & context
Developed by Prosci founder Jeff Hiatt after studying the change patterns of more than 700 organizations, and set out in full in his 2006 book 'ADKAR: A Model for Change in Business, Government, and Our Community.'
Core Components
Awareness
Understanding why the change is necessary.
Example
Presenting market data showing competitors are 40% faster at product development.
Desire
Personal motivation to participate in and support the change.
Example
Showing individuals how the change benefits them — career growth, better tools, improved work-life balance.
Knowledge
Understanding how to change — the skills, processes, and behaviors needed.
Example
Training programs, workshops, and documentation on the new processes and tools.
Ability
The demonstrated capability to implement the change.
Example
Hands-on practice, coaching, and mentoring to build proficiency in new ways of working.
Reinforcement
Mechanisms to sustain the change and prevent reversion.
Example
Recognition programs, performance metrics, and visible leadership support for the new behaviors.
Prosci's 2023 Best Practices in Change Management study found that 88% of participants with excellent change management met or exceeded project objectives, compared with 13% of those with poor change management, making them about seven times more likely to succeed.
When to Use ADKAR Model
Technology adoption and digital transformation
Problem it solves: Identifies why individuals resist new technology — is it lack of awareness, motivation, skills, or reinforcement?
Real-world application
A hospital implementing a new EHR system might run ADKAR assessments for each department and find that nurses score low on Desire (they feel the new system adds workload) while doctors score low on Knowledge (insufficient training), calling for different interventions for each group.
Process change implementation
Problem it solves: Ensures that process changes address individual readiness, not just organizational readiness.
Real-world application
A manufacturing company moving to lean processes might find through ADKAR that shop floor workers have high Awareness and Desire but low Ability; the remedy is intensive hands-on coaching, not more classroom training.
Use ADKAR as a diagnostic: if someone is resisting change, identify which element they're stuck on. Providing training (Knowledge) to someone who lacks Desire is wasted effort.
How to Apply ADKAR Model: Step by Step
Before you start
- →A defined change initiative
- →Understanding of the affected individual groups
- →Assessment tools for each ADKAR element
Assess Current ADKAR State
For each affected group, assess their level on each ADKAR element (1-5 scale).
Tips
- ✓Use surveys and interviews to assess each element
Common mistakes
- ✗Assuming all groups are at the same stage
Identify the Barrier Point
Find the first element where the score drops — that's where the individual is stuck.
Tips
- ✓You can't address Knowledge if Desire is the barrier
Common mistakes
- ✗Trying to address all elements simultaneously
Design Targeted Interventions
Create specific actions to address the barrier point for each group.
Tips
- ✓Different groups may be stuck at different points
Common mistakes
- ✗Using the same intervention for all groups
Monitor and Adjust
Reassess ADKAR scores regularly and adjust interventions as people progress.
Tips
- ✓Watch for regression, especially in Reinforcement
Common mistakes
- ✗Assessing only at the beginning and end of the change
Value & Outcomes
Primary benefit
Diagnoses exactly where individual change is stuck and prescribes targeted interventions.
Additional benefits
- ✓Simple enough for line managers to use, not just change professionals
- ✓Works for any type of change — technology, process, organizational
What you'll learn
- →How to diagnose individual barriers to change
- →How to design targeted interventions for each ADKAR element
Typical outcomes
Best Practices
📋 Preparation
- •Segment stakeholders into groups with similar change impacts
- •Assess each group's ADKAR baseline
🚀 Execution
- •Address elements in sequence — don't skip ahead
- •Customize interventions by stakeholder group
🔄 Follow-Up
- •Reassess regularly
- •Don't neglect Reinforcement after initial adoption
💎 Pro Tips
- •Managers are the most powerful channel for building Desire and providing Reinforcement — invest in coaching managers to lead change
The two most commonly neglected elements are Desire and Reinforcement. Organizations spend heavily on training (Knowledge) while underinvesting in motivation and sustainment.
Limitations & Pitfalls
Focuses on individuals, not organizational systems
Mitigation: Combine with Kotter's 8 Steps for organizational-level change management
Assumes change is a linear progression — people may regress
Mitigation: Plan for regression and build Reinforcement mechanisms early
Where this comes fromJeff Hiatt / Prosci, in ADKAR: A Model for Change in Business, Government, and Our Community (2006).
More Management Frameworks
Other frameworks in the Stratrix library.
Bridges' Transition Model
A psychological model of change that distinguishes between change (external) and transition (internal), describing three phases people go through — Ending, Neutral Zone, and New Beginning — to process and adapt to change.
Risk & GovernanceRAID Log
A project management tool that tracks four critical categories — Risks, Assumptions, Issues, and Dependencies — to ensure nothing falls through the cracks during project delivery.
Leadership & TalentCoaching Continuum
A spectrum of coaching and leadership interventions ranging from highly directive (telling) to fully non-directive (listening), helping leaders choose the right intervention for each situation.
Goal Setting & MeasurementManagement by Objectives
A management approach where managers and employees jointly set specific objectives, agree on how to measure them, and regularly review progress — aligning individual goals with organizational strategy.
Strategic AnalysisAnsoff Matrix
A growth strategy framework that presents four strategic options — Market Penetration, Market Development, Product Development, and Diversification — based on whether the organization pursues existing or new products in existing or new markets.
Project & Product ManagementJobs-to-be-Done
A product innovation framework that focuses on the underlying 'job' customers are trying to accomplish rather than the product itself, revealing unmet needs and disruptive innovation opportunities.
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