The ADKAR Model is a structured change management framework developed by Prosci that focuses on guiding individuals through organizational change. It helps organizations manage the people side of change effectively.
ADKAR Acronym Breakdown
| Letter | Stands For | Purpose |
|---|---|---|
| A | Awareness | Understand why the change is necessary |
| D | Desire | Foster willingness to support and participate in the change |
| K | Knowledge | Provide information on how to change (training, education, skills) |
| A | Ability | Develop the capability to implement the change in real-life situations |
| R | Reinforcement | Sustain the change by recognizing, rewarding, and institutionalizing it |
When to Use ADKAR
- Digital transformation initiatives
- Mergers and acquisitions
- Organizational restructures
- New system/process implementation
- Culture change
Comparison of ADKAR, Kotter, and Lewin Models
| Aspect | ADKAR Model (Prosci) | Kotter’s 8-Step Model | Lewin’s Change Model |
|---|---|---|---|
| Origin | Developed by Prosci (Jeff Hiatt), 2003 | Developed by John Kotter, 1996 | Developed by Kurt Lewin, 1947 |
| Focus | Individual change | Organizational transformation | Psychological and organizational |
| Approach | Goal-oriented and sequential | Step-by-step leadership-centric process | 3-phase behavioral model |
| Key Phases/Steps | 5 sequential goals: A-D-K-A-R | 8 sequential steps | 3 phases: Unfreeze – Change – Refreeze |
| Steps / Elements | – Awareness – Desire – Knowledge – Ability – Reinforcement | 1. Create urgency 2. Build coalition 3. Vision 4. Communicate 5. Empower 6. Short wins 7. Sustain 8. Anchor | 1. Unfreeze 2. Change 3. Refreeze |
| Best For | Managing individual transitions | Leading large-scale transformation | Initiating simple to moderate change |
| Strengths | – People-centric – Diagnostic – Easy to apply at micro level | – Strong on leadership and communication – Proven in large orgs | – Simple – Foundational – Easy to explain |
| Limitations | – Focuses only on individuals, not org structure | – Top-down; may overlook individual resistance | – Lacks detail for modern complexity |
| Used By | Change agents, HR, project managers | Executives, transformation leaders | Academics, consultants, basic training |