Managing with the ADKAR Framework

What it is

ADKAR is a change management model that navigates through five states: Awareness, Desire, Knowledge, Ability, and Reinforcement. Leaders utilize it as a diagnostic tool to identify what is lacking for individuals at each stage and to tailor support to address specific gaps. This practice is beneficial for organizational changes but does not substitute for honest decision-making regarding objectives, resources, and accountability.

When it helps

Employees are aware of a change initiative but do not understand its purpose for the business or their own roles.
Teams formally agree to a change but continue to operate according to old practices.
Individuals have received instructions or training but are unable to apply the new approach in real-world tasks.
Following the launch of a new system or process, leaders observe a lack of sustained adoption within teams.
Transformation efforts are stalled, and discussions devolve into general resistance without clear underlying causes.

How to start

1 Select one specific change initiative that is currently stalled and describe the desired behaviors post-transition.
2 Conduct brief interviews with leaders and employees to identify the weakest ADKAR stage for various groups.
3 For each group, identify one primary gap: lack of understanding of purpose, lack of desire, lack of knowledge, inability to apply, or lack of reinforcement.
4 Assign an owner for support for each identified gap: communication, training, on-the-job assistance, obstacle removal, or reinforcement monitoring.
5 After one week, assess which groups have progressed to the next stage and where different support is required.

Expected effect

ADKAR assists leaders in addressing resistance to change more effectively, rather than applying a one-size-fits-all approach. Teams can more quickly discern where understanding of purpose is needed, where training is required, where practical application support is beneficial, and where new rules need to be reinforced in daily operations.

Common pitfalls

Treating ADKAR merely as a communication checklist and neglecting to assess desire, ability, and reinforcement.
Describing the change too broadly, making it impossible to define which specific behaviors need to change.
Conducting a single training session for everyone, despite different groups being stuck at various stages.
Ignoring real-world obstacles such as lack of time, authority, tools, or leadership support.
Expecting sustainable results without embedding the change into goals, roles, meetings, and management decisions.

FAQ

Who should own this practice?

Typically, the change owner or department head. HR or the transformation office can assist with diagnostics and materials, but accountability for behavioral change in operations remains with business leaders.

Can we start without an external consultant?

Yes. To begin, it is sufficient to select one change, conduct a brief five-stage diagnosis, and tailor support to the identified gap. A consultant is beneficial for large-scale transformations or significant conflicts of interest.

What if employees resist?

First, clarify at which stage the gap has emerged. Some lack understanding of the reason for the change, others lack personal relevance, and still others lack the skills or conditions for application. Different reasons necessitate different actions.

How can we tell if ADKAR is working?

Look beyond attendance at meetings and training sessions; focus on the transition to desired behaviors: individuals understand the reason, are willing to participate, know how to act, apply the new method, and continue to do so after launch.