ADKAR model explained: a guide for change leaders

ADKAR model is a plain way to plan a change so that people actually adopt it. It names five things each person needs, in order: Awareness, Desire, Knowledge, Ability and Reinforcement. If one is missing, the change tends to stall. This guide explains each step and shows how a manager can use them.

What the ADKAR model is

ADKAR is a model for change that focuses on the individual. Jeff Hiatt set it out in his 2006 book "ADKAR: A Model for Change in Business, Government and Our Community," published by Prosci. Prosci teaches ADKAR as part of its change management method.

The big idea is simple. An organisation changes only when its people change how they work. A new system, a new policy or a new reporting line does nothing until individuals start using it. ADKAR gives you a checklist for each person, so you can see where they are stuck.

Sources: Open Library catalogue entry for Jeffrey M. Hiatt, "ADKAR: A Model for Change in Business, Government and Our Community" (Prosci, 2006), openlibrary.org; Prosci, ADKAR Model page, prosci.com/methodology/adkar.

The five steps in plain words

Each step builds on the one before it. Prosci describes them like this.

Awareness: understanding why the change is needed.
Desire: choosing to take part in the change and support it.
Knowledge: knowing how to change and what success looks like.
Ability: putting new skills and behaviors into practice.
Reinforcement: keeping the new way going so people do not slide back.

Notice that knowledge and ability are different. A person can sit through training and still struggle on a busy Monday. Knowing is the lesson. Ability is doing it well under real conditions.

Sources: Prosci, ADKAR Model page, prosci.com/methodology/adkar.

How to use it as a manager

Start by picking one change, such as a new approval process or a new customer tool. Then ask five questions about each person or team. The first question you cannot answer with a firm yes is where to focus.

Do they know why we are doing this?
Do they want to be part of it?
Do they know what to do and how?
Can they do it today, at the speed we need?
Is there something in place that keeps it going?

This order matters. If people lack awareness, more training will not help. If they lack desire, a clear manual will not help either. Fix the earliest gap first, then move on.

Sources: The questions above are our own practical reading of the five steps described on the Prosci ADKAR Model page, prosci.com/methodology/adkar.

A worked example

Say a regional sales office in Singapore is moving from spreadsheets to a shared customer database. Six weeks in, many reps still keep their own sheets. Here is how a leader might read that using ADKAR.

Awareness: Most reps know the database exists. But do they know why? If the reason was never explained, start there. Share the real problem, such as missed follow-ups when a rep is away.
Desire: Some reps fear that shared data lets others take their leads. Listen to that worry. Agree clear rules on account ownership.
Knowledge: Offer short sessions on the exact tasks reps do each day, not a tour of every menu.
Ability: Give people time to practise, and put an experienced colleague nearby for the first weeks.
Reinforcement: Review pipeline meetings from the database only. Thank people who use it well.

You may find that different people are stuck at different steps. One rep needs the reason. Another needs practice. Treat them as individuals, not as one group.

Sources: The example is a made-up scenario written for this guide to illustrate the five steps.

Common mistakes to avoid

Most failures come from skipping the early steps. Leaders often move straight to training because it is easy to schedule. But if the team does not see the need, they may attend and change nothing.

Announcing instead of explaining. A single email is rarely enough to build awareness. Say it in person and answer questions.
Assuming desire. You cannot order someone to want a change. You can listen, address worries and show what is in it for them.
Stopping at go-live. The launch day is not the finish line. Without reinforcement, old habits return.
Treating everyone the same. Check each person or small team on its own.

A short, regular check works well. Ask a few people the five questions every couple of weeks. Their answers show which step needs attention next.

Where the model fits and where it stops

ADKAR is about people. It does not replace a project plan, a budget or a risk review. It also will not tell you whether the change is a good idea. Use it alongside those tools, not instead of them.

Its strength is that it is easy to remember. Five letters, five questions, one clear next step. For a busy leader in Asia-Pacific managing teams across offices and cultures, that simplicity is useful. You can run the same check in each location and compare the results.

Whatever you do, keep the focus on real people. Ask, listen and adjust. A change is finished only when people are working the new way and keep doing so.

Sources: Prosci, ADKAR Model page, prosci.com/methodology/adkar. The advice on combining ADKAR with other planning tools is our own view.