ADKAR Change Management Model

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Framework Primer
ADKAR Change Management Model
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A
Awareness
D
Desire
K
Knowledge
A
Ability
R
Reinforcement

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Contents
Overview
Change Dimensions
Application of ADKAR Model
ADKAR Assessment Exercise
Templates
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The ADKAR Model, developed by Prosci, is a goal-oriented Change
Management framework to guide individual and Organizational Change
Presentation Overview
The ADKAR model was developed based on the outcomes necessary to sustain successful
change.
Created by Jeff Hiatt, the President of Prosci (a Change Management research group), the
ADKAR model is a powerful tool for Change Management professionals and leaders who
need to motivate change in others. The tool helps in identifying why change is difficult
and why some changes succeed while others are unsuccessful. The acronym ADKAR is
based on five building blocks (or elements) that lead to successful change:
These five building blocks of the ADKAR model are sequential. Change exists at two
dimensions: people and business. The ADKAR change model necessitates both
dimensions evolving concurrently. Change often commences at the personal level, but
with the support of employees an organization may be able to create fruitful results faster
and more easily.
The presentation deck also includes ADKAR Assessment forms and some slide templates
for you to use in your own business presentations.
1 Awareness
2 Desire
Knowledge3
Ability4
5 Reinforcement

Developed by Jeff Hiatt, the ADKAR Change Model is a framework to
manage and sustain successful change
ADKAR Change Model – Overview
When bringing about change it is important that everyone understands the reason for
change, as the natural reaction of employees to change is to resist.
Organizational change is always difficult to manage owing to the natural resistance it encounters. Employees,
managers, and executives typically confront transformation initiatives and often need time to adjust. Mergers,
acquisitions, and other organizational changes can benefit much from a well-researched change model, which
helps all parties deal with transformation effectively.
The ADKAR Change Management Model is an easy-to-use tool that can be applied to a variety of organizational
settings. The model provides direction to help plan for change effectively. Each step of the model delineates an
individual’s successful journey through change and aligns with the specific activities associated with leading change.
The ADKAR Model can be used in case a change is failing, to identify gaps within the process, and to highlight areas
necessitating focused corrective action to improve change success.
ADKAR is an acronym that is based on five building blocks that bring about successful, sustainable change:
A
Awareness
D
Desire
K
Knowledge
A
Ability
R
Reinforcement

The ADKAR Model is an essential tool for leaders and change
professionals to guide individual and organizational change
ADKAR Change Management Model – Utilization
ADKAR Change Management Model offers structured guidance to an otherwise vague
change process at the organizational as well as individual level.
Change is a cumbersome process, which is unavoidable for organizations in order to lead the competition.
Governing change on both the personal and organizational level warrants innovative approaches, frameworks
and tools to enable the smooth transition to the desired state. ADKAR Model can be employed to a variety of
transformation initiatives.
Change at the Individual level
When applied to organizational change, the ADKAR
Change Management Model permits leaders and
management teams to focus their activities on what will
drive individual change and achieve organizational
results. ADKAR provides clear goals and outcomes for
Change Management activities, and an easy-to-use
framework for everyone to understand and think about
change
Implementing change in organizations, businesses and
communities, necessitates an understanding on how to
influence individual change. ADKAR Change Model can
be applied to a variety of situations, following a structured
approach
If change is not established at the individual level, it is
unlikely to be successful at the group or organization
level. For the change to be effective, all the individuals
within a group must change. Change cannot be delivered
alone utilizing project management approaches or other
best practices. Successful change is ingrained simply by
facilitating change at the individual level.
Change at the Organization level VS

The prerequisite for implementing change is sound knowledge and
people’s appreciation of the need for change
ADKAR Change Management Model – Essential Elements
ADKAR Change Management Model delineates an individual’s successful journey through change. The
following are the essential elements of the model that align naturally with the standard Change Management
activities:
Source: ADKAR Change Management Model Overview, Prosci
A
Awareness
D
Desire
K
Knowledge
A
Ability
R
Reinforcement
All stakeholders
(including employees)
must be aware of the
business reasons for
change
Awareness is the goal
and outcome of initial
messages related to an
organizational change
All stakeholders must
have the desire to
participate and fully
support change
Desire is the goal and
outcome of sponsorship
and change resistance
management
All stakeholders must
have a thorough
understanding of the
change process and its
ultimate objectives
Knowledge is the goal
and outcome of training
and coaching
All stakeholders should
have the ability to realize
and implement change at
the required performance
level
Due to the ability to learn
new skills and by
managing behavior, change
is accepted
Ability is the goal and
outcome of additional
coaching, practice and time.
Reinforcement to sustain
change makes it clear for
all employees that there
is no turning back
Reinforcement is the goal
and outcome of adoption
measurement, corrective
action, and recognition of
successful change
The goals and outcomes defined by ADKAR Change Model are consecutive and collective—
these goals are to be essentially met to effect successful and sustainable change.

Contents
Overview
Change Dimensions
Templates

To stimulate change, organizations need to work on the organizational
as well as the individual level
Change Dimensions – Defined
Change even at the organizational level eventually warrants certain individuals in the
organization to do their jobs differently.
Change occurs on two dimensions:
The Organization
The People (or Employees)
Change can only be
successful if it takes
place simultaneously
on both dimensions.
For effective
implementation of the
ADKAR model, it is
critical to understand
all the factors
impacting a change
initiative and its
success.
PEOPLE SIDE
ORGANIZATIONAL SIDE (PHASES OF A CHANGE PROJECT)
SUCCESSFUL CHANGE
A D K A R
Awareness Desire Knowledge Ability Reinforcement
Business need Concept & design Implementation Post implementation
1
2

Most managers are comfortable managing the organizational side of
change, as it mirrors the standard elements of a typical change project
Change Dimensions – Elaborated
Administering the people side of change necessitates detailed planning involving
quantifiable steps to achieve the goals in people who are expected to change.
The People Dimension of Change
The organization dimension of change are the
standard elements of an organizational change
project. The organizational dimension is
characterized by tangible, concrete aspects of
projects and are usually the default sequential
steps when implementing a new solution, as
depicted below:
Identify a business need or opportunity
Define the project scope and objectives
Design the business solution (new processes,
systems and organizational structure)
Develop new processes and systems
Implement the solution into the organization
Studies have revealed effective Change
Management with employees as one of the chief
project success factors. The five key steps or
outcomes to be built on the people side of change
are the basically the elements of ADKAR Model,
i.e.
Awareness of the need for change
Desire to participate and support the change
Knowledge of how to change
Ability to implement the change on a day-to-
day basis
Reinforcement to keep the change in place
The Organization Dimension of Change VS

Contents
Overview
Change Dimensions
Templates

The ADKAR Model helps in gathering requirements from the stakeholders
and channelizes the support required during change initiatives
Application of ADKAR Model in an Organization (1/3)
It is ultimately the employees who make a personal decision to participate in a change
initiative based on their own reasons.
The ADKAR Model aids in comprehending an individual’s requirements in a change initiative and directs the
required support for a smooth transition. To cite an example, the following are the key steps involved in
implementing a new software application, utilizing the ADKAR Model:
It is equally important for the people in an organization to have the desire to participate in
the change endeavor. If the desire to change is missing, expressions such as: “We are not
interested in changing, what’s in it for us?” are commonly uttered by the employees. For
such cases, the resistant employees’ supervisors are ideally suited to intervene, owing to
their mutual rapport. Direct supervisors can unearth the reasons of employees’ resistance
and eliminate any obstacles in gaining their commitment to change, through face-to-face
meetings. The supervisors can also facilitate in building desire by answering their pressing
questions, clarifying any doubts, and interpreting change into meaningful terms.
It is critical that people are aware of the need to change in an organization. Change
implemented without employees’ awareness would be devoid of their interest and
commitment. To create awareness, firms need to clearly communicate to the employees
the drawbacks of persisting with the existing software—i.e. incompatibility with the
vendors—and the necessity to deploy the new application in meeting customer demands
and enhancing efficiency. Ideally, these awareness messages should be conveyed by the
senior leadership to highlight the seriousness of the required change. Such awareness
campaigns induce positive response in people
A
Awareness
D
Desire

When using the ADKAR Model, organizations need to consider that some
individuals change faster or slower than others
When applying ADKAR Model, we cannot treat a company as a homogenous mass
of people since individuals capacities—to learning—and pace vary.
Subsequent to achieving the objectives of Awareness and Desire phase, the Knowledge
phase kicks in. It is imperative for employees to know how to change (behaviors, skills,
processes) and implement the required change successfully. The organization should
plan, execute, and invest in training programs specific to each employee and their
envisaged role post-transformation. The training program should also educate people on
the pros and cons of the change as well as the potential teething issues they may face
once change occurs.
It is the demonstrated proficiency with new tools, processes and roles to achieve the
desired outcomes of change. Knowing how to perform in the future changed state and
having the ability to actually perform in the future changed state are not alike. An
employee possessing the knowledge but lacking the ability may not get to the future
changed state or may take twice as long. Hands-on coaching and scenario simulation
may assist in bridging the knowledge to ability gap. With ability, change and desired
behaviors are achieved.
Source: Change Management: The People Side of Change, Prosci Inc., 2012
K
Knowledge
A
Ability

Reinforcements prevent employees from reverting to old habits,
processes and systems
For the change to be effective, organizations need to investigate if the necessary elements
are in place to keep a person from reverting back to old behaviors.
Firms need to monitor whether change is sustainable or not,
recognize employees for making the change, and reward them to
demonstrate the importance of their participation. For employees
who revert to old habits, more training or coaching may help to
reinforce the expectation from them to adopt new processes
R
Reinforcement
Absence of reinforcement encourages employees to use alternates, old processes or
systems. Employees may come up with excuses to refer to old ways of doing things, since
humans brain is programmed for habit. Reinforcements could be in the form of reward,
recognition, compensation or other performance management activities to sustain change
in employees.

Contents
Overview
Change Dimensions
Templates

We can conduct an ADKAR Assessment by completing the form below
Brief description of the change
Notes: …
Awareness
List the reasons you believe the change is necessary. Review these reasons and
rate the degree to which this person is aware of them, or the need to change.
(1 is no awareness, 5 is total awareness)
Desire
List the factors or consequences (good and bad) that create a desire for this
change. Rate the person’s desire to change, taking into consideration the
motivating factors, but also their convictions and any associated consequences.
(1 is no desire to change, 5 is strong desire)
Knowledge
List the skills and knowledge needed to support the change, including if the
person has a clear picture of what the change looks like. Rate this person’s
knowledge or level of training in these areas. (1 is no knowledge, 5 is highly
knowledgeable)
Ability
Considering the skills and knowledge identified in the previous question, evaluate
the persons ability to perform these skills or act on this knowledge. Rate this
person’s ability to implement the new skills, knowledge and behaviors to support
the change. (1 is no ability, 5 is very able)
Reinforcement
List the reinforcements that will help to retain the change. Are incentives in place
to reinforce the change and make it stick? Rate the reinforcements and how they
help support the change. (1 is not helpful, 5 is very helpful)
Awareness of the need for change Score
Desire to make the change happen Score
Knowledge about how to change Score
Ability to change Score
Reinforcement to retain change Score
Notes: … …
Notes: … …
Notes: … …
Notes: … …
Notes: … …
A
D
K
A
R

ADKAR Assessment Exercise – ALTERNATE TEMPLATE
Notes: …
Awareness
List the reasons you believe the change is necessary. Review these reasons and
rate the degree to which this person is aware of them, or the need to change.
(1 is no awareness, 5 is total awareness)
Desire
List the factors or consequences (good and bad) that create a desire for this
change. Rate the person’s desire to change, taking into consideration the
motivating factors, but also their convictions and any associated consequences.
(1 is no desire to change, 5 is strong desire)
Knowledge
List the skills and knowledge needed to support the change, including if the
person has a clear picture of what the change looks like. Rate this person’s
knowledge or level of training in these areas. (1 is no knowledge, 5 is highly
knowledgeable)
Ability
Considering the skills and knowledge identified in the previous question, evaluate
the person’s ability to perform these skills or act on this knowledge. Rate this
person’s ability to implement the new skills, knowledge and behaviors to support
the change. (1 is no ability, 5 is very able)
Reinforcement
List the reinforcements that will help to retain the change. Are incentives in place
to reinforce the change and make it stick? Rate the reinforcements and how they
help support the change. (1 is not helpful, 5 is very helpful)
Awareness of the need for change Score
Desire to make the change happen Score
Knowledge about how to change Score
Ability to change Score
Reinforcement to retain change Score
Notes: … …
Notes: … …
Notes: … …
Notes: … …
Notes: … …
A
D
K
A
R

Notes: …
Desire to make the change happen
Knowledge about how to change
Ability to change
Reinforcement to retain change
Notes: …
Notes: …
Notes: …
Notes: …
Notes: …
Score
Score
Score
Score
Score
…
…
…
…
…
A
D
K
A
R

Contents
Overview
Change Dimensions
Templates

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ADKAR Change Model – TEMPLATE
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A
Awareness
D
Desire
K
Knowledge
A
Ability
R
Reinforcement

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Desire
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Knowledge
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Ability
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Reinforcement
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ADKAR Change Model – TEMPLATE ALTERNATE (GRAYSCALE)
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Awareness
D
Desire
K
Knowledge
A
Ability
R
Reinforcement
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This presentation was created by LearnPPT. We are a team of
management consultants trained by top tier global consulting firms
with a collective experience of several decades. Our documents
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1
Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Financial Models to
PowerPoint Templates.
Flevy was founded under the principle that
companies waste a lot of time and money
recreating the same foundational business
documents. Our vision is for Flevy to
become a comprehensive knowledge base
of business documents. All organizations,
from startups to large enterprises, can use
Flevy— whether it's to jumpstart projects, to
find reference or comparison materials, or
just to learn.
Contact Us
Please contact us with any questions you may have
about our company.
• General Inquiries
support@flevy.com
• Media/PR
press@flevy.com
• Billing
billing@flevy.com

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