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ADKAR: A Model for Change in Business, Government and our Community
Why do some changes fail while others succeed?How can you make sense of the many tools and approaches for managing change?How can you lead change successfully, both in your personal life and professional career?After more than 14 years of research with corporate change, the ADKAR model has emerged as a holistic approach that brings together the collection of change management work into a simple, results oriented model. This model ties together all aspects of change management including readiness assessments, sponsorship, communications, coaching, training and resistance management. All of these activities are placed into a framework that is oriented on the required phases for realizing change with individuals and the organization.The ADKAR perspective can help you develop a "new lens" through which to observe and influence change. You may be working for change in your public school system or in a small city council. You may be sponsoring change in your department at work. You may be observing large changes that are being attempted at the highest levels of government or you may be leading an enterprise-wide change initiative. The perspective enabled by the ADKAR model allows you to view change in a new way. You can begin to see the barrier points and understand the levers that can move your changes forward. ADKAR allows you to understand why some changes succeed while others fail. Most importantly, ADKAR can help your changes be a success. Based on research with more than 2600 companies from 59 countries, ADKAR is a simple and holistic way to manage change.
128 pages, Kindle Edition
First published August 1, 2006
342 people are currently reading
899 people want to read
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Displaying 1 - 30 of 109 reviews
April 19, 2018
I was required to read this book for work. It does a fine job of explaining the ADKAR methodology. It repeated many of the messages to help you remember. It also provides practical case studies of successful use of ADKAR.
What was odd was the case studies of changes that failed because they didn’t use ADKAR. The success stories were about business process changes and even the simple reuse your towel cards in hotel rooms. But the failures include Peak Oil Reform, social security reform and the Clinton health care reform. Really? They couldn’t cite some change failures that were more on par with rolling out a new knowledge base system at the office?
What was odd was the case studies of changes that failed because they didn’t use ADKAR. The success stories were about business process changes and even the simple reuse your towel cards in hotel rooms. But the failures include Peak Oil Reform, social security reform and the Clinton health care reform. Really? They couldn’t cite some change failures that were more on par with rolling out a new knowledge base system at the office?
October 17, 2023
This book sucks and my company should be fined for making me read it. Would’ve given it 0 stars if possible!
December 12, 2021
Followed a 3days training that was better, imo, than the book.
The overall method for change management is interesting, though in practice we ll probably adapt it quite a bit to our enterprise culture.
Also, it is a bit too insistant on filling in reports and check cards... These documentation efforts tend to take the time away from actually doing the work.
In short: interesting approach, but careful not to let "following the method" become the goal, instead of achieving your actual objectives
The overall method for change management is interesting, though in practice we ll probably adapt it quite a bit to our enterprise culture.
Also, it is a bit too insistant on filling in reports and check cards... These documentation efforts tend to take the time away from actually doing the work.
In short: interesting approach, but careful not to let "following the method" become the goal, instead of achieving your actual objectives
May 19, 2023
Along with taxes and death, change is inevitable in life. When navigated in an organizational setting, it seems to be specially turbulent. In any given team, a diversity of personalty, experiences, perspectives, fears, priorities and insecurities makes for a smooth change to require intentionality. If we want to become effective leaders, change management is one of those “tools” that will separate oneself from the pack.
Like many books in my life, this one was recommended by a colleague in order to deepen my knowledge and understanding of a topic I was preparing to facilitate a training experience. What I valued the most about this book was that it was short and to the point.
This book keeps it simple— something I appreciated. Even though it felt slightly repetitive, the framework is clear, succinct, relevant and “sticky.”
This is without question a book I will reference in the future and, more importantly, a framework I will apply right away. Acronyms are either hated or loved because they seem to be overused; however, their effectiveness in remaining lodged and accessible in our memory makes them useful— ADKAR being one of those.
A: Awareness - of the need for change.
D: Decision - to support and participate in the change.
K: Knowledge - of how to change.
A: Ability - to implement the required skills and behaviors.
R: Reinforcement - to sustain the change.
An interested concept in this book was learning about resistance management.
The top 5 reasons managers resisted change were:
1. Loss of power, responsibility or resources.
2. Overburdened with current responsibilities and workload.
3. Lacked awareness of the need for change.
4. Lacked the skills needed to manage and, more importantly, coach others through change.
5. Felt fearful or uncertain about the changes being made.
My goal is not to drag along the unwilling and uncaring, with all my attention focused on this minority. My objective is to create energy and engagement around the change that produces momentum and support at all levels in the organization. Furthermore, I must be willing to interact on a personal level and be visible throughout the entire change process. Change is a personal experience and it requires as much emotional support as it does tactical.
In summary, if you are sponsoring or leading a change initiative in your personal or professional life, this quick read will become a valuable resource and it will provide you with instantly applicable information. It’s “fluff-free” and offers insightful case studies that support the learning experience.
Like many books in my life, this one was recommended by a colleague in order to deepen my knowledge and understanding of a topic I was preparing to facilitate a training experience. What I valued the most about this book was that it was short and to the point.
This book keeps it simple— something I appreciated. Even though it felt slightly repetitive, the framework is clear, succinct, relevant and “sticky.”
This is without question a book I will reference in the future and, more importantly, a framework I will apply right away. Acronyms are either hated or loved because they seem to be overused; however, their effectiveness in remaining lodged and accessible in our memory makes them useful— ADKAR being one of those.
A: Awareness - of the need for change.
D: Decision - to support and participate in the change.
K: Knowledge - of how to change.
A: Ability - to implement the required skills and behaviors.
R: Reinforcement - to sustain the change.
An interested concept in this book was learning about resistance management.
The top 5 reasons managers resisted change were:
1. Loss of power, responsibility or resources.
2. Overburdened with current responsibilities and workload.
3. Lacked awareness of the need for change.
4. Lacked the skills needed to manage and, more importantly, coach others through change.
5. Felt fearful or uncertain about the changes being made.
My goal is not to drag along the unwilling and uncaring, with all my attention focused on this minority. My objective is to create energy and engagement around the change that produces momentum and support at all levels in the organization. Furthermore, I must be willing to interact on a personal level and be visible throughout the entire change process. Change is a personal experience and it requires as much emotional support as it does tactical.
In summary, if you are sponsoring or leading a change initiative in your personal or professional life, this quick read will become a valuable resource and it will provide you with instantly applicable information. It’s “fluff-free” and offers insightful case studies that support the learning experience.
March 13, 2023
An easy but powerful read. I always look for books that I can apply to immediately and I believe ADKAR is one of those books. It walks through the 5 steps of making a lasting change: Awareness, Desire, Knowledge, Ability, & Reinforcement.
My change experience has been more based on Kotter's theory of change management. I thought these would be mutually exclusive, but I do believe that they may be complementary vs. exclusive.
My initial thoughts with Kotter discusses 8 steps (I will have to reflect on this more).
Urgency - Awareness
Build a coalition - Desire
Create a vision - Awareness & Knowledge
Communicate the vision - Awareness & Knowledge
Empower action - Abilit
Create quick wins - Ability / Reinforcement
Build on the change - Reinforcement
Make it stick - Reinforcement
My change experience has been more based on Kotter's theory of change management. I thought these would be mutually exclusive, but I do believe that they may be complementary vs. exclusive.
My initial thoughts with Kotter discusses 8 steps (I will have to reflect on this more).
Urgency - Awareness
Build a coalition - Desire
Create a vision - Awareness & Knowledge
Communicate the vision - Awareness & Knowledge
Empower action - Abilit
Create quick wins - Ability / Reinforcement
Build on the change - Reinforcement
Make it stick - Reinforcement
February 20, 2021
I had to partially read the book as a preparation for a training. I didn't know what to expect and I have to say that I was positively surprised. I ended reading the whole thing! Change is a constant in life and the book very well describes the elements needed to achieve it successfully. Recommended not just for business but for any aspect of life.
The only reason I didn't give it 5 stars is for some outdated examples, but the rest is gold.
The only reason I didn't give it 5 stars is for some outdated examples, but the rest is gold.
February 26, 2023
This book is very well structured, offers many case study’s to really grasp the concept of ADKAR. I believe it’s especially valuable for beginners/ people who just started to work in change management projects but it definitely also has additional insights for “experts”. Obviously it has no industry specifics, therefore you need to think and add more models to make it fit your needs.
While the book is super well, I’m not sure why I need to attend a training that was essentially (at least in my case) a repetition of the book to earn the certificate. My trainer sounded like an audiobook, with no additional insights or help. But just the book cannot justify the certification pricing.
While the book is super well, I’m not sure why I need to attend a training that was essentially (at least in my case) a repetition of the book to earn the certificate. My trainer sounded like an audiobook, with no additional insights or help. But just the book cannot justify the certification pricing.
August 12, 2008
IN ADKAR, Hiatt sets out to show why some changes fail when others succeed; how to make sense of the many methods and tactics for change; and how to lead change successfully. The book scores well on all three aims.
ADKAR stands for Awareness, Desire, Knowledge, Ability and Reinforcement – a simple acronym for the elements required to be managed in any successful change process. Through identification and then assessment of all the various components of the change, scores are allocated on a 5 point scale to indicate which elements require most attention.
It was interesting to note that my review of ADKAR coincided with the sharp rise in oil prices in July 2008 and the resultant impact on world trade. Written in 2006, Hiatt uses the ADKAR model to demonstrate why the world did not learn from the oil crisis of the 70’s. Knowledge scores a 3, Desire and Ability 2, Awareness and Reinforcement 1 – a very powerful demonstration of the application of the model.
The book goes on to give practical tips and examples of how each of the ADKAR elements can be developed and implemented into any change process. There’s also a good summary chapter with key points and a tables to show quickly which change management activities will help enable change to occur.
This is a useful and practical change management book – easy to read and apply by practising managers.
ADKAR stands for Awareness, Desire, Knowledge, Ability and Reinforcement – a simple acronym for the elements required to be managed in any successful change process. Through identification and then assessment of all the various components of the change, scores are allocated on a 5 point scale to indicate which elements require most attention.
It was interesting to note that my review of ADKAR coincided with the sharp rise in oil prices in July 2008 and the resultant impact on world trade. Written in 2006, Hiatt uses the ADKAR model to demonstrate why the world did not learn from the oil crisis of the 70’s. Knowledge scores a 3, Desire and Ability 2, Awareness and Reinforcement 1 – a very powerful demonstration of the application of the model.
The book goes on to give practical tips and examples of how each of the ADKAR elements can be developed and implemented into any change process. There’s also a good summary chapter with key points and a tables to show quickly which change management activities will help enable change to occur.
This is a useful and practical change management book – easy to read and apply by practising managers.
December 8, 2020
I guess these types of books still count.....
December 30, 2025
ADKAR & Leading Change:
These two books cover the same essential territory—change management—with remarkably similar approaches, making them natural companions. ADKAR offers a more general framework applicable across contexts, while Kotter's methodology is clearly tailored for the corporate environment. Despite their different audiences, both share a critical insight: successful change puts people at the center, not processes or systems.
The core principle both books emphasize is deceptively simple: you must first ensure people understand and accept the rational need for change before moving to execution and sustainability. ADKAR breaks this down into its five-step model (Awareness, Desire, Knowledge, Ability, Reinforcement), while Kotter presents his eight-step process—but both follow the same logical progression from building understanding to embedding new behaviors.
Here's the uncomfortable truth: all of this sounds obvious and self-evident in hindsight. Of course people need to understand why change is necessary before they'll embrace it. Of course you need to reinforce new behaviors to make them stick. Yet in practice, this is precisely where most change initiatives fail. We skip the foundation work and jump straight to implementation, then wonder why people resist or revert to old patterns.
Both methodologies provide practical frameworks that complement traditional project management approaches. Where PM focuses on tasks, timelines, and deliverables, these books address the human dimension that ultimately determines whether your project succeeds or fails. Worth reading both if you're serious about leading change effectively.
These two books cover the same essential territory—change management—with remarkably similar approaches, making them natural companions. ADKAR offers a more general framework applicable across contexts, while Kotter's methodology is clearly tailored for the corporate environment. Despite their different audiences, both share a critical insight: successful change puts people at the center, not processes or systems.
The core principle both books emphasize is deceptively simple: you must first ensure people understand and accept the rational need for change before moving to execution and sustainability. ADKAR breaks this down into its five-step model (Awareness, Desire, Knowledge, Ability, Reinforcement), while Kotter presents his eight-step process—but both follow the same logical progression from building understanding to embedding new behaviors.
Here's the uncomfortable truth: all of this sounds obvious and self-evident in hindsight. Of course people need to understand why change is necessary before they'll embrace it. Of course you need to reinforce new behaviors to make them stick. Yet in practice, this is precisely where most change initiatives fail. We skip the foundation work and jump straight to implementation, then wonder why people resist or revert to old patterns.
Both methodologies provide practical frameworks that complement traditional project management approaches. Where PM focuses on tasks, timelines, and deliverables, these books address the human dimension that ultimately determines whether your project succeeds or fails. Worth reading both if you're serious about leading change effectively.
November 23, 2019
Change management can be a daunting and a painfully theoretical topic, but in case you're new to the topic (just like me) and getting a PhD in Organizational Design is not feasible for you, then I recommend you pick up ADKAR. It's IMO the most pragmatic and down to earth change management process out there.
The ADKAR change management process is comprised of the following states: Awareness, Desire, Knowledge, Ability and Reinforcement. The way you manage change according to ADKAR is that you begin by spreading Awareness as to "Why?" the change needs to happen, and what does that mean for everyone, then you entice Desire in the group to change so that the group can avoid negative consequences, move away from threats, take on new opportunities and achieve better results. Once Awareness and Desires are managed, you move to sharing Knowledge on how to change, by training and coaching people, and then go on to demonstrate the Ability that the change was implemented through designing accountability mechanisms and feedback loops. Lastly, every change needs a Reinforcement strategy in order for the group to avoid Backsliding and sustain it in the future.
This book does a good job at getting the reader to take their first few steps but leaves you hanging as to how to implement it, and for that I recommend supplementing your reading with their ADKAR Guides which are freely available online, as well as some of their success stories:
- Guides: https://empower.prosci.com/the-prosci...
- Success Stories: https://www.prosci.com/resources/succ...
The ADKAR change management process is comprised of the following states: Awareness, Desire, Knowledge, Ability and Reinforcement. The way you manage change according to ADKAR is that you begin by spreading Awareness as to "Why?" the change needs to happen, and what does that mean for everyone, then you entice Desire in the group to change so that the group can avoid negative consequences, move away from threats, take on new opportunities and achieve better results. Once Awareness and Desires are managed, you move to sharing Knowledge on how to change, by training and coaching people, and then go on to demonstrate the Ability that the change was implemented through designing accountability mechanisms and feedback loops. Lastly, every change needs a Reinforcement strategy in order for the group to avoid Backsliding and sustain it in the future.
This book does a good job at getting the reader to take their first few steps but leaves you hanging as to how to implement it, and for that I recommend supplementing your reading with their ADKAR Guides which are freely available online, as well as some of their success stories:
- Guides: https://empower.prosci.com/the-prosci...
- Success Stories: https://www.prosci.com/resources/succ...
September 6, 2021
I picked this up while working on a SharePoint migration project for my department. There has been a lot of concern about change fatigue from leadership over the last year and a half.
My biggest takeaway was that we need to focus on the Awareness (Why the change?) and the Desire (What's in it for me?) for this project. We are a trainers and we already have some great methods for upskilling people when it comes to Knowledge and Ability. However, this change of technology came from outside of our department and virtually no one within is familiar with this software.
Moving forward, I will have to educate upper leadership so they can share the Awareness and Desire at our next department meeting. From there, Team Leaders will discuss the changes and get feedback to help guide the creation of our new SharePoint site and to make our associates feel involved in the change.
This is great information to help me with my current and future projects. However, the book was too high level and repetitive. A medium detailed case study spanning the five aspects of ADKAR would have been valuable to show how these concepts can be pieced together logically. Based on the contents of the book, I feel that a 30 minute educational YouTube series could have covered the information just as effectively.
I greatly appreciated what I learned; I just didn't care for the method that it was delivered.
My biggest takeaway was that we need to focus on the Awareness (Why the change?) and the Desire (What's in it for me?) for this project. We are a trainers and we already have some great methods for upskilling people when it comes to Knowledge and Ability. However, this change of technology came from outside of our department and virtually no one within is familiar with this software.
Moving forward, I will have to educate upper leadership so they can share the Awareness and Desire at our next department meeting. From there, Team Leaders will discuss the changes and get feedback to help guide the creation of our new SharePoint site and to make our associates feel involved in the change.
This is great information to help me with my current and future projects. However, the book was too high level and repetitive. A medium detailed case study spanning the five aspects of ADKAR would have been valuable to show how these concepts can be pieced together logically. Based on the contents of the book, I feel that a 30 minute educational YouTube series could have covered the information just as effectively.
I greatly appreciated what I learned; I just didn't care for the method that it was delivered.
February 25, 2024
The full title suggests that this book will discuss change in both a personal and business context. However, readers who are coming to ADKAR to implement personal change will be disappointed to find that the focus is entirely on business change. On this basis I would only recommend it to Business Change Managers or those seeking to implement change in a professional capacity. This is my first issue.
My second issue is that the book is very repetitive. It’s already short at around 140 pages, but honestly could be half that. I would advise that readers can read Chapter 1 to 7 in full for a really good explanation of each part of ADKAR including some good examples. Chapter 8 to 12 can be largely skipped. Review the tactics on the last page and if you want or need more details turn directly to the couple of paragraphs for specific tactics. Chapter 13 is a summary of the previous content so can be skipped but it’s useful as a reminder or reference, and Chapter 14 mostly provides some extra examples and a couple of templates. This can also be skipped and retained as a reference if needed.
In summary, since the Change Management Handbook doesn’t cover ADKAR in great detail, this is handy for providing a more detailed explanation and some methods for implementing. It’s therefore useful, but I wouldn’t recommend it as a must-read for casual interest in the topic, and even for BCMs, they will likely get the same value by reading selectively.
My second issue is that the book is very repetitive. It’s already short at around 140 pages, but honestly could be half that. I would advise that readers can read Chapter 1 to 7 in full for a really good explanation of each part of ADKAR including some good examples. Chapter 8 to 12 can be largely skipped. Review the tactics on the last page and if you want or need more details turn directly to the couple of paragraphs for specific tactics. Chapter 13 is a summary of the previous content so can be skipped but it’s useful as a reminder or reference, and Chapter 14 mostly provides some extra examples and a couple of templates. This can also be skipped and retained as a reference if needed.
In summary, since the Change Management Handbook doesn’t cover ADKAR in great detail, this is handy for providing a more detailed explanation and some methods for implementing. It’s therefore useful, but I wouldn’t recommend it as a must-read for casual interest in the topic, and even for BCMs, they will likely get the same value by reading selectively.
December 8, 2019
Would you trust an engineer to provide models of change for 'personal lives' and 'professional careers'?
Let me ask the question again. Would you trust a book that had (only) two pages of double spaced references, most of which are published by his business, Prosci Inc? The remainder of the references include such 'classics' as Malcolm Knowles' The Modern Practice of Adult Education, published in 1980.
So we have an acronym - ADKAR (awareness, desire, knowledge, ability, reinforcement). We have a commitment to change that is rarely seen outside of a Troskyite Splinter Cell. Yet what is lacking is an understanding of work, of families, of money, of motivation and of - obviously - the political economy.
This book was published in 2006. The Global Financial Crisis transformed - forever - the belief in 'managers' and 'leaders'. The international economy was brought to its knees because of the need for more money, rapid change and a singular commitment to individual success.
We need better theories of change than this. We need better theories of work than this.
Let me ask the question again. Would you trust a book that had (only) two pages of double spaced references, most of which are published by his business, Prosci Inc? The remainder of the references include such 'classics' as Malcolm Knowles' The Modern Practice of Adult Education, published in 1980.
So we have an acronym - ADKAR (awareness, desire, knowledge, ability, reinforcement). We have a commitment to change that is rarely seen outside of a Troskyite Splinter Cell. Yet what is lacking is an understanding of work, of families, of money, of motivation and of - obviously - the political economy.
This book was published in 2006. The Global Financial Crisis transformed - forever - the belief in 'managers' and 'leaders'. The international economy was brought to its knees because of the need for more money, rapid change and a singular commitment to individual success.
We need better theories of change than this. We need better theories of work than this.
January 29, 2023
What are your favorite quotes from the book?
"Ability cannot come before knowledge because we cannot implement what we do not know." "Meeting the human need to know "why" is a critical factor in managing change."
"In other words, employees whose style is more adaptive are more aware of internal threats. Employees whose style is more innovative are more aware of external drivers for change." "Awareness enables people to begin the process of evaluating a change, but does not necessarily result in a desire to change."
"Knowing how to do something and being able to do something is not necessarily the same thing." "Accountability for continued performance is one of the strongest forms of reinforcement." "Because our perception of success equates to increasing productivity and output, we have created an economic model and stock market that is dependent on growth."
"A common assumption is that awareness building is equal to communication. Yet, sharing information does not always produce awareness."
"Because employees internalize information about change in different ways, several observations can be made about the strategy for building awareness. Building awareness is a process;
you cannot assume that a single message or event will result in uniform awareness of the need for change. Awareness is not achieved based on the messages sent, but rather how the messages are received and internalized by each person. The only way you can measure awareness is through interactions and feedback."
"Managers and supervisors may also need training on change management. A common error is to assume that supervisors are by default effective coaches and change managers. The competency to manage change effectively with employees is a developed skill."
"Supervisors and managers should employ both group meetings and one-on-one sessions with their employees. Group meetings are often more convenient and useful for initiating communications. However, group meetings cannot be substitute for individual discussions about the change. Recall that a key part of awareness-building includes sharing "what's in it for me" These discussions are only effective when you can have candid and confidential conversations with each employee."
"Over the past eight years in four longitudinal studies by Proseci, project teams report that face-to-face discussions that are honest and straightforward, and that offer details of the change on a personal level, are the most effective form of communication. Face-to face interactions are more effective than written communications for a number of reasons: *Not everyone reads every email or
newsletter article. *What the author of an email or document meant as compared with what the reader understood are not always the same. One-way communications do not have the ability to correct these misunderstandings. *Often emails or articles are not authored by a preferred sender - the person that an employee would respect or trust to convey the awareness message. *The most effective communications include not only content, but also tone and body language. Written information cannot convey these other forms of communication. Often employees will key off the reactions of others around them. Getting those "nods of agreement" in face-to-face interactions can be half the battle."
"Even if managers and business leaders cannot dictate the decisions of their employees they can
greatly impact the process."
"Tolerating resistance from senior or mid level managers creates a mindset that it is "OK" to opt out of change or that there are no real consequences for resisting the change."
"A critical first step when creating desire to change is to stop talking and start listening."
"You may have heard the statement, "Resistance to change is normal." In general I believe this statement to be true. However, you have to be careful not to extend this statement to say, "People are resistant to change." As a collective group, we have shown ourselves to be quite adaptable over time."
"Anytime you put training or knowledge ahead of awareness and desire you will be disappointed with the results; conversely, whenever awareness and desire are present, an individual naturally seeks the knowledge of how to succeed."
"Knowledge can be forgotten over time."
"Work slowdowns and poor work performance could be disguised forms of resistance to the change."
"Effective changes include building accountability into normal business operations."
What is a specific real world application that you will be able to make from what you learned in this book?
I will use the ADKAR Assessment to evaluate where change projects will fail. Finding the week element in the model will help me to develop a better plan and have a higher success in managing change.
What is the one thing that you think you will do differently or think differently about since you read the book?
"Employees want to hear why the change is occurring and how that change aligns with the vision for the organization from the business leaders. Employees want to hear how the change may impact them personally (what's in it for me) from their direct supervisor." I liked this segregation of communication where the business leaders communicate the vision as they are closer to the business while the direct supervisors have closer more personal relationship with the employees allowing for a better direct impact conversation. I can see how it would seem odd to an employee if the business leaders tried to connect at a personal level and direct supervisors tried to be
visionary. This would come off as disingenuous and fail. People in the the proper roles need to deliver the proper message which makes awareness at different levels of the organization all the more important.
What is one point you disagreed with, or at least questioned, in this book?
This book was fairly simple in format and the change model presented was simple as well. Being as it didn't complicate the process, it was hard to find anything to disagree with.
"Ability cannot come before knowledge because we cannot implement what we do not know." "Meeting the human need to know "why" is a critical factor in managing change."
"In other words, employees whose style is more adaptive are more aware of internal threats. Employees whose style is more innovative are more aware of external drivers for change." "Awareness enables people to begin the process of evaluating a change, but does not necessarily result in a desire to change."
"Knowing how to do something and being able to do something is not necessarily the same thing." "Accountability for continued performance is one of the strongest forms of reinforcement." "Because our perception of success equates to increasing productivity and output, we have created an economic model and stock market that is dependent on growth."
"A common assumption is that awareness building is equal to communication. Yet, sharing information does not always produce awareness."
"Because employees internalize information about change in different ways, several observations can be made about the strategy for building awareness. Building awareness is a process;
you cannot assume that a single message or event will result in uniform awareness of the need for change. Awareness is not achieved based on the messages sent, but rather how the messages are received and internalized by each person. The only way you can measure awareness is through interactions and feedback."
"Managers and supervisors may also need training on change management. A common error is to assume that supervisors are by default effective coaches and change managers. The competency to manage change effectively with employees is a developed skill."
"Supervisors and managers should employ both group meetings and one-on-one sessions with their employees. Group meetings are often more convenient and useful for initiating communications. However, group meetings cannot be substitute for individual discussions about the change. Recall that a key part of awareness-building includes sharing "what's in it for me" These discussions are only effective when you can have candid and confidential conversations with each employee."
"Over the past eight years in four longitudinal studies by Proseci, project teams report that face-to-face discussions that are honest and straightforward, and that offer details of the change on a personal level, are the most effective form of communication. Face-to face interactions are more effective than written communications for a number of reasons: *Not everyone reads every email or
newsletter article. *What the author of an email or document meant as compared with what the reader understood are not always the same. One-way communications do not have the ability to correct these misunderstandings. *Often emails or articles are not authored by a preferred sender - the person that an employee would respect or trust to convey the awareness message. *The most effective communications include not only content, but also tone and body language. Written information cannot convey these other forms of communication. Often employees will key off the reactions of others around them. Getting those "nods of agreement" in face-to-face interactions can be half the battle."
"Even if managers and business leaders cannot dictate the decisions of their employees they can
greatly impact the process."
"Tolerating resistance from senior or mid level managers creates a mindset that it is "OK" to opt out of change or that there are no real consequences for resisting the change."
"A critical first step when creating desire to change is to stop talking and start listening."
"You may have heard the statement, "Resistance to change is normal." In general I believe this statement to be true. However, you have to be careful not to extend this statement to say, "People are resistant to change." As a collective group, we have shown ourselves to be quite adaptable over time."
"Anytime you put training or knowledge ahead of awareness and desire you will be disappointed with the results; conversely, whenever awareness and desire are present, an individual naturally seeks the knowledge of how to succeed."
"Knowledge can be forgotten over time."
"Work slowdowns and poor work performance could be disguised forms of resistance to the change."
"Effective changes include building accountability into normal business operations."
What is a specific real world application that you will be able to make from what you learned in this book?
I will use the ADKAR Assessment to evaluate where change projects will fail. Finding the week element in the model will help me to develop a better plan and have a higher success in managing change.
What is the one thing that you think you will do differently or think differently about since you read the book?
"Employees want to hear why the change is occurring and how that change aligns with the vision for the organization from the business leaders. Employees want to hear how the change may impact them personally (what's in it for me) from their direct supervisor." I liked this segregation of communication where the business leaders communicate the vision as they are closer to the business while the direct supervisors have closer more personal relationship with the employees allowing for a better direct impact conversation. I can see how it would seem odd to an employee if the business leaders tried to connect at a personal level and direct supervisors tried to be
visionary. This would come off as disingenuous and fail. People in the the proper roles need to deliver the proper message which makes awareness at different levels of the organization all the more important.
What is one point you disagreed with, or at least questioned, in this book?
This book was fairly simple in format and the change model presented was simple as well. Being as it didn't complicate the process, it was hard to find anything to disagree with.
July 2, 2025
ADKAR is a practical and straightforward guide to managing change effectively within organizations, built around the clear and memorable ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement). Jeffrey Hiatt breaks down complex change management concepts into actionable steps that are accessible for leaders and teams alike. While it’s a useful framework, the book can feel a bit basic or repetitive for those already familiar with change management principles.
What I Liked:
- The ADKAR model is easy to understand and provides a clear roadmap for driving successful change.
- Real-world examples and case studies help illustrate how the model can be applied in different contexts.
- The focus on individual change (not just organizational) is a helpful perspective often overlooked in other guides.
What I Didn’t:
- The writing is quite straightforward and can feel dry or formulaic at times.
- Experienced change managers might find the content somewhat basic or lacking in depth.
- Real world application has shown me that the model does not scale particularly well.
What I Liked:
- The ADKAR model is easy to understand and provides a clear roadmap for driving successful change.
- Real-world examples and case studies help illustrate how the model can be applied in different contexts.
- The focus on individual change (not just organizational) is a helpful perspective often overlooked in other guides.
What I Didn’t:
- The writing is quite straightforward and can feel dry or formulaic at times.
- Experienced change managers might find the content somewhat basic or lacking in depth.
- Real world application has shown me that the model does not scale particularly well.
February 1, 2023
Although the methodology is excellent, the book proved to be repetitive and does not propose truly actionable activities. The generalization of the tactics presented in the second half of the book are vague. “Obtain employee feedback”, “perform compliance audits”, “change is sustained with accountability” are ideas that are repeated throughout the book and regurgitated once more in the “Sustain Change” chapter. Providing examples of all of the tactics would’ve been far more useful instead of selling me the idea of ADKAR and things that have been repeated numerous other times in other chapters.
Probably great for beginners.
This book was included in my packet when I took my certification workshops. It would’ve been better to send it prior to read because it would’ve been a good high level introduction.
Not recommended for mid to advanced Change practitioners.
Probably great for beginners.
This book was included in my packet when I took my certification workshops. It would’ve been better to send it prior to read because it would’ve been a good high level introduction.
Not recommended for mid to advanced Change practitioners.
July 30, 2024
“All models are wrong, some are useful.” I think this statement fits perfectly with the ADKAR model presented in this book. It is certainly not a scientific work supported by many studies. After reading the book, I cannot be sure that the model is valid in every case and can always be applied.
However, it is a simple and helpful model for understanding what change is all about. The book is concise and well written. The examples of change are clear and striking. The book gives many practical tips and can successfully serve as a handbook.
Change management is an important skill for any leader or manager. I therefore recommend the book to all leaders and managers. Especially those who think in term of processes as, to quote an excerpt from the book, “this simple model enables business managers to see change as a process.”
However, it is a simple and helpful model for understanding what change is all about. The book is concise and well written. The examples of change are clear and striking. The book gives many practical tips and can successfully serve as a handbook.
Change management is an important skill for any leader or manager. I therefore recommend the book to all leaders and managers. Especially those who think in term of processes as, to quote an excerpt from the book, “this simple model enables business managers to see change as a process.”
October 18, 2019
This book was a part of a training course I attended.
The system seems simple, yet that is the strength of the method (not a weakness).
The ADKAR model is applicable is so many circumstances that I cannot recommend it enough.
That being said, the book is not really thrilling as just something to read.
Without taking the time to consider the application, you are going to struggle with the book.
(If you're not reflecting, you're not learning)
The system seems simple, yet that is the strength of the method (not a weakness).
The ADKAR model is applicable is so many circumstances that I cannot recommend it enough.
That being said, the book is not really thrilling as just something to read.
Without taking the time to consider the application, you are going to struggle with the book.
(If you're not reflecting, you're not learning)
August 3, 2023
I hesitate to log this as it is certainly more of a reference book. I took a 3-day training for change management certification and received this book as part of that. I found the training really great - so much so that it overshadows the book significantly. The training covered everything in the book and more usefully, I think. The book feels a bit dated at times, though I admit I mainly skimmed it.
September 6, 2019
I read this book in preparation for the Prosci course I am attending soon. It was an easy to read book that will be a wonderful reference on change management projects. In one small book it summarized what I have learned in years of change management into one concise place using a standard set of vocabulary.
December 8, 2021
The methodology proposed by the book is very practical. I will definitely put it to use going forward.
A: awareness
D: desire
K: knowledge
A: ability, maybe action will be more accurate
R: reinforcement
On the other hand, this book is a bit dry. Not enough case studies to make it more enjoyable to read.
A: awareness
D: desire
K: knowledge
A: ability, maybe action will be more accurate
R: reinforcement
On the other hand, this book is a bit dry. Not enough case studies to make it more enjoyable to read.
December 15, 2023
El modelo es brillante, muy útil tanto en el plano personal como en el contexto de las organizaciones. El libro brinda buenas sugerencias de aplicación y algunos casos que lo ilustran bien. Por otro lado no es de lectura ágil y los ejemplos que pone de evaluación de cada etapa es francamente malo confundiendo lo personal con lo colectivo.
April 13, 2024
What intrigued me: Required reading for the Change Management Practitioner training we took this week at work.
What I liked: It's very logically laid out, and the examples are relatable.
What I didn't like: N/A
Favorite quote: "Managing persistent resistance..." p. 89
What I liked: It's very logically laid out, and the examples are relatable.
What I didn't like: N/A
Favorite quote: "Managing persistent resistance..." p. 89
August 15, 2025
I find it very strange that this book is not read more widely than it is. It should be foundational for anyone in organization leadership. It simply goes through the steps that must happen in order for there to be change in an organization. What it is that individuals need to understand in order for change to occur.
February 17, 2019
I had to read this book for a class I will be taking. It is a book that discuss a methodology for making change within an organization. It seems to be a coherent process. Not sure I will ever use it. But one never knows.
August 26, 2019
Change Management
All the right questions at the right time in the right sequence can go miles to successfully implementing change in a business or organization. I've seen many failed business initiatives for lack of a change management process.
All the right questions at the right time in the right sequence can go miles to successfully implementing change in a business or organization. I've seen many failed business initiatives for lack of a change management process.
October 19, 2020
I started this book because of a course I was attending at work and it is definitely one of the best business (and self-help?) oriented books I've read. It's short, to the point, and the key points are all very practical and concrete.
February 16, 2021
es un buen modelo pata el cambio
desde que me certifique en este modelo cada día encuentro más utilidad en liderar el cambio personal para lograr el cambio organizacional , de adentro acacia afuera , Felipe Molina
desde que me certifique en este modelo cada día encuentro más utilidad en liderar el cambio personal para lograr el cambio organizacional , de adentro acacia afuera , Felipe Molina
June 7, 2021
Great read
I wonder how can this be applied to American history to combat racism. How can we get government bodies, private and public businesses alike to help combat this disease for the well being of all using the ADKAR method.
I wonder how can this be applied to American history to combat racism. How can we get government bodies, private and public businesses alike to help combat this disease for the well being of all using the ADKAR method.
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