The ADKAR model: what it is and how to apply it to your change project

The ADKAR model is a change management framework developed by Prosci that focuses on five sequential elements of individual change: Awareness, Desire, Knowledge, Ability and Reinforcement. It is used to understand how people progress through change and identify where additional support is needed for successful adoption.

What is the ADKAR model?

The Prosci ADKAR model was developed by Prosci founder Jeff Hiatt and focuses on the people affected by organisational change. Its name comes from the five outcomes an individual needs to achieve: Awareness of why the change is necessary, Desire to participate, Knowledge of how to change, Ability to put that knowledge into practice and Reinforcement to sustain the new behaviour.

ADKAR is a model for individual change rather than a complete change management methodology. This makes it applicable to many different initiatives, from introducing new technology to changing an established business process.

The elements are sequential: an issue left unresolved at an earlier element can prevent progress at later ones. However, people do not necessarily move through them once in a straight line. Their position may change as they learn more or encounter new challenges.

The five ADKAR stages explained

Consider an organisation replacing its existing customer relationship management (CRM) system. The technology may be ready for launch, but successful adoption depends on employees making the transition too.

Awareness

Awareness means understanding why the change is needed. Employees need to know the reason for replacing the CRM rather than simply being told that a new system is coming.

In our example, staff understand that the existing system no longer provides the information the business needs. Awareness has been reached when they can explain the reason for the change themselves.

Desire

Desire is the personal decision to support and participate in the change. Understanding the business case does not automatically mean someone wants to change how they work.

Employees may see how the new CRM reduces duplication in their own role. Genuine willingness to engage with the transition signals that Desire is developing.

Knowledge

Knowledge means knowing how to make the change. This could involve formal training supported by guidance that reflects the employee's role.

For the CRM implementation, employees learn how to complete the tasks they will perform in the new system. Completing training may indicate understanding, but this alone does not prove that they can perform those tasks effectively at work.

Ability

Ability is the demonstrated capacity to put new knowledge into practice. Employees now need experience using the CRM in realistic situations.

Practice sessions or supported use allow them to develop proficiency. Ability is evident when people consistently complete the required tasks without relying on frequent assistance.

Reinforcement

Reinforcement sustains the change so that employees do not revert to previous processes. Managers might monitor adoption and recognise effective use of the new system.

The CRM has become embedded when the new way of working is maintained after the initial implementation activity has ended.

How to apply the ADKAR change model to a project

Applying the ADKAR change model starts with identifying where people are in their individual change journeys. Teams may reach each element at different times, so a blanket assumption that everyone is ready for training could hide an unresolved Awareness or Desire issue.

Interventions should respond to the barrier identified. More training will not resolve a lack of Desire, just as further communication about the business case will not give someone the practical skills needed to use a new system.

Assessment should continue as the project progresses. A team that previously demonstrated Desire might become less supportive when the practical consequences of the change become clearer. Returning to that barrier is more useful than continuing with later activities simply because they appear next in the project plan.

Managing these changing responses requires flexibility, particularly when projects evolve and new challenges emerge. APMG Agile Change Agent^TM training explores how to support people through change in environments where plans and priorities may shift.

ADKAR can also sit alongside a delivery framework such as PRINCE2® Project Management. The project framework manages delivery; ADKAR provides a way to understand individual adoption throughout that timeline. APMG Change Management^TM Foundation and Practitioner training develops broader knowledge for managing the people side of orhttps://www.ilxgroup.com/uk/training/apmg-international-change-management/foundation-practitionerganisational change.

Common ADKAR pitfalls and how to avoid them

One common problem is treating the model as a checklist. Reaching Knowledge does not mean Ability will automatically follow, and achieving an element once does not guarantee that it will remain secure. Regular assessment identifies new barriers before they affect adoption.

Another mistake is applying the same intervention to everyone. A generic communication campaign has limited value for someone who already understands the reason for the change but lacks Desire. Equally, training is premature if employees still do not understand why the change is happening.

The model should also be used at the individual level it was designed to address. Project milestones may provide useful points for assessing progress, but people experience change differently.

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FAQs

What are the five stages of the ADKAR model?

The five ADKAR elements are Awareness, Desire, Knowledge, Ability and Reinforcement. Together, they describe the outcomes an individual needs to achieve so they can adopt and sustain a change successfully.

Is ADKAR the same as Prosci?

No. ADKAR is a model developed by Prosci and forms part of its broader approach to change management. It specifically focuses on individual change rather than representing the complete Prosci Methodology.

Why does ADKAR fail?

Applying ADKAR can be less effective when organisations skip unresolved elements or treat ADKAR as a one-time checklist. Applying generic interventions without identifying the actual barrier also reduces its usefulness. Effective application requires teams to reassess progress as the change develops.

For organisations managing broader transformation, our business change solutions provide support for building the capability needed to turn planned change into effective adoption.

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