ADKAR Model: the Human Side is the Key to Change Success

Change is a part of life – both at organisational and individual level. While technical and process factors are important, the real challenge of change often lies in the resistance of people. The ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement) focuses on this dimension and provides solutions for successful change management by focusing on the human factors.

Why are people the biggest challenge?

Resistance to change is a natural human reaction. Ancient parts of our brain, such as the amygdala, can perceive change as a threat, triggering anxiety or stress. People prefer the security of the familiar, and an uncertain future can be frightening.

David Rock’s SCARF model also highlights that during change, people’s needs, such as status, autonomy, attachment or the need for equity, can easily be compromised. If these are not given adequate attention, resistance increases. The ADKAR model helps you see the important steps of change. It gives direction and support to staff and managers during change.

A People-Centred Approach to the ADKAR Model

1. Awareness:
   People can only accept change if they understand its causes. This is not only about sharing information, but also about approaching those affected with empathy. Understanding their perspectives and feelings helps them to open up to change.
2. Desire:
   Motivation is a personal matter. Why would they benefit from change? How does it relate to their personal goals? Developing desire is key: it should not be forced, but should bring out their innate interests. For example, by showing how change can make their life or work easier.
3. Knowledge:
   Fear often comes from uncertainty. When people know what they need to do and how to achieve their goals, it gives them a sense of security. When imparting knowledge, it is worth taking into account different learning styles and providing opportunities for practice.
4. Ability:
   Forming new habits takes time and patience. Support is key here: coaching, mentoring, or even just the opportunity to ask questions. Experiences of success boost people’s confidence and reduce resistance.
5. Reinforcement:
   Sustainable change requires recognition and support. People need to feel that their efforts are valued and that what they do is important in the long term. Positive feedback and celebration of shared successes reinforce change.

Highlighting Human Factors in Practice

• Communication, not just information: listen to people! It’s not enough to say “this change is necessary,” you need to understand how it affects them personally.
• Empathy and patience: people process change at different speeds. Some approach change with excitement, while others approach it with anxiety. Neither reaction is “bad,” just different.
• Leading by example: the role of leaders is key. When leaders are credible advocates for change, it builds trust in the team.
• Pay attention to emotions: often behind resistance are emotions – fear, frustration or even anger. These cannot be ignored.

Why is the ADKAR Model Effective?

The ADKAR model is successful because it puts people at the centre. It is not only about what needs to change, but also about how to support people in the process. Change is ultimately not about processes or technologies, but about the people who need to use them.

Concluding thoughts

Change is not just a means of development, it is a natural part of life. With the ADKAR model, organisations can provide support that not only reduces resistance but also inspires people. Because ultimately, the success of change always starts from the human side.

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András Németh

Trainer and Executive Coach

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