Top Change Management Models Explained (Kotter, ADKAR, Lewin & More)

Navigating Organizational Change with Proven Models

Change is a constant in today’s business world, yet guiding an organization through change remains a complex challenge. Research has found that a significant portion of change initiatives fail to achieve their goals, often due to factors like employee resistance or lack of leadership support. In fact, studies estimate that roughly two-thirds of major organizational change efforts fall short. This high failure rate highlights the importance of a structured approach to change. Companies that invest in formal change management practices – such as having a dedicated change team and using established frameworks – see substantially higher success rates in their transformation projects.

How can leaders effectively steer their teams through transitions and improve the odds of success? One answer is to leverage well-established change management models. These models provide step-by-step roadmaps or guiding principles to plan, implement, and sustain change. They address both the process of change (the tasks, timelines, and strategies) and the people side of change (how employees experience and adopt new ways of working). By using a proven model, HR professionals and business leaders can anticipate challenges, reduce disruption, and engage employees more effectively during transformations.

In this article, we’ll explore some of the top change management models that organizations across industries rely on. From John Kotter’s famous 8-step process to the people-centric ADKAR model and more, each framework offers unique insights into managing change. Understanding these models will equip you with practical approaches to drive successful change – whether you’re implementing new technology, reorganizing teams, or redefining business strategies.

John Kotter’s 8-Step Change Model is one of the most widely recognized frameworks for leading organizational change. Developed by Dr. John P. Kotter of Harvard Business School, this model outlines eight critical steps that leaders should follow to drive and anchor change. The focus is on creating momentum from the top down and engaging people throughout the process. Kotter’s steps are:

1. Create a sense of urgency: Build awareness of why the change is necessary and urgent. For example, share data or trends showing that the company must adapt (such as new competition or declining customer satisfaction) to motivate everyone to support the initiative.
   
   
2. Build a guiding coalition: Assemble a powerful team of leaders and change champions. This coalition should include influential people from different levels and departments who have the trust of their peers. They will guide, coordinate, and communicate the change effort.
   
   
3. Form a strategic vision and initiatives: Develop a clear vision of the future after the change, and outline the initiatives (projects or actions) needed to achieve that vision. A compelling vision gives direction and helps people understand the goal and their role in reaching it.
   
   
4. Enlist a volunteer army: Go beyond the core coalition and engage a broader base of employees to drive change. Encourage many individuals to participate willingly – essentially creating a “volunteer army” of people across the organization who are excited about contributing to the transformation.
   
   
5. Enable action by removing barriers: Identify obstacles that might slow down or block the change, and take steps to remove them. Barriers could be inefficient processes, resource constraints, or resistant mindsets. Clearing these roadblocks empowers employees to implement new ideas and ways of working.
   
   
6. Generate short-term wins: Plan for and achieve some quick, tangible successes. Short-term wins (for example, a successful pilot project or a key milestone met early) provide proof that the change is working. Celebrating these wins builds credibility and motivation, encouraging everyone to keep pushing forward.
   
   
7. Sustain acceleration: Use the momentum from early wins to tackle bigger change projects. Continue to drive multiple waves of change, avoiding the temptation to declare victory too early. At this stage, leadership should stay focused, keep urgency high, and systematically introduce additional changes until the vision is achieved.
   
   
8. Institute change: Anchor the new approaches in the company’s culture. This means making the change stick by integrating new policies, processes, and behaviors into everyday operations. Ensure leadership development, reward systems, and training all reinforce the new way. Over time, people forget the old habits as the new practices become “how we do things here.”
   
   

Why use Kotter’s model? Kotter’s 8-step model is particularly useful for large-scale organizational changes where strong leadership and clear structure are needed. It emphasizes the human aspect of change – building buy-in and addressing complacency – not just the project management tasks. HR and change managers appreciate that it provides a concrete checklist from start to finish. By creating urgency, building a coalition, and communicating a vision, leaders can overcome inertia and align the organization. The model’s stress on short-term wins is also practical: those wins create positive feedback and help convert skeptics into supporters. Keep in mind, however, that Kotter’s approach is largely top-driven; it assumes leadership sets the direction. In very agile or bottom-up cultures, complementary methods might be needed to involve employees in designing changes (Kotter’s model has evolved in recent years to encourage more empowerment, but the classic 8 steps remain a guide for many teams).

Real-world example: When a global manufacturer faced declining market share, they applied Kotter’s 8 steps to execute a turnaround. The CEO first highlighted the urgency by sharing data on competitors’ growth (step 1) and formed a cross-functional taskforce of respected managers (step 2). They crafted a vision of becoming a lean, innovative market leader and outlined initiatives like adopting new technology and cutting production times (step 3). Over the next year, they rolled out the changes, engaging hundreds of employees in various workstreams (step 4) and removing barriers such as siloed budgeting that hindered collaboration (step 5). Early wins – like a successful launch of a new product developed in half the usual time – were celebrated company-wide (step 6). These wins energized the organization to pursue further improvements (step 7). After two years, new practices such as rapid prototyping and cross-team brainstorming were formally embedded into the company’s processes and training for new hires (step 8). The result was a cultural shift toward innovation and a significant recovery in market share. This example illustrates how following a structured model can align efforts and sustain momentum through a major change.

Kurt Lewin’s Change Management Model is a classic framework that breaks the change process into three simple stages: Unfreeze, Change, Refreeze. Developed by social psychologist Kurt Lewin in the 1940s, this model provides a high-level roadmap for understanding how to initiate, manage, and stabilize change. Think of it like changing the shape of an ice cube – you must first melt the ice (unfreeze), then pour it into a new mold (change), and finally let it solidify in the new shape (refreeze). Here’s what each stage involves:

• Unfreeze: In this first stage, the focus is on preparing the organization to accept that change is necessary. This means breaking down the existing status quo before you can build up a new way. To “unfreeze,” leaders create awareness of the need for change and explain why the current state cannot continue. For example, management might share information about failing business metrics, shifting market conditions, or internal problems to illustrate gaps between where the company is and where it needs to be. It’s important to address employees’ doubts and fears during this stage. Communication is key – people need to understand why change is needed and start letting go of old habits or processes. This stage often involves challenging current beliefs and encouraging people to be open to new solutions.
  
  
• Change (or Transition): Once the organization is unfrozen and ready for change, the second stage is where the actual transition happens. In the Change stage, new processes or structures are introduced and implemented. People begin to learn and adopt new behaviors or workflows. During this period, things are in flux – it can be challenging as employees adjust, experiment, and gradually move towards the new state. Strong guidance and communication are crucial here. Leadership should provide training, resources, and ongoing support to help people navigate the unfamiliar terrain. Quick wins and visible improvements during the change stage can boost confidence that the effort is on the right track. It’s normal for some confusion or mistakes to occur; managers should reinforce the vision and keep everyone focused on the goal.
  
  
• Refreeze: In the final stage, the organization solidifies the new state after the change. Refreeze involves establishing stability once the changes have been made. The new behaviors and processes are formally institutionalized through policies, organizational charts, reward systems, and cultural norms. The idea is to “freeze” or lock in the new ways so that people don’t slip back into old habits. At this stage, you might update documentation, standard operating procedures, and job descriptions to reflect the changes. Celebrating the completion of the change and recognizing people’s efforts can help everyone let go of the past and fully embrace the new normal. Over time, this ensures that the changes deliver lasting benefits rather than being temporary.
  
  

Why use Lewin’s model? Lewin’s three-step model is appreciated for its simplicity and clarity. It provides a big-picture map that is easy for anyone to understand: you prepare for change, you make the change, and then you ensure the change sticks. HR professionals often use this model as a starting point to plan change initiatives. It’s especially useful for relatively smaller or well-defined changes – for example, rolling out a new software system within one department – where you can clearly separate the preparation, implementation, and consolidation phases. The model reminds leaders not to skip the critical preparation (unfreezing) or the follow-through (refreezing). One limitation is that in today’s fast-moving environment, change is not always a one-time event with a clear end state; organizations might be in continuous change, which doesn’t allow things to “refreeze” permanently. Still, Lewin’s concept of reinforcing new practices (even if the next change is around the corner) is an important principle to avoid backsliding.

Tip: When applying Lewin’s model, pay extra attention to the Unfreeze stage. This means communicating the rationale for change broadly and repeatedly. If employees feel the current way is fine, they’ll be less inclined to put effort into changing. Use data, stories, or even dissatisfaction (“We can’t keep missing our targets like this”) to build that initial motivation. During the Change stage, provide support and be patient – people have different adaptation speeds. In the Refreeze stage, consider what lasting structures (like updated training programs or a change champion network) can be put in place to support the new way, especially if further changes will come in the future.

The ADKAR Model is a goal-oriented change management framework that focuses on individual change as the foundation of successful organizational change. ADKAR is an acronym representing five outcomes each person needs to achieve for a change to truly take hold. Developed by Jeff Hiatt of Prosci in the late 1990s, this model asserts that organizational changes happen one person at a time – if individuals don’t transition, the organization as a whole cannot change. ADKAR’s five building blocks are:

• Awareness: Every person affected by the change must understand why the change is needed. This means they’re aware of the business reasons or pain points driving the change. For instance, an employee should know that a new software system is being introduced because the old system is too slow or unsupported, which is hurting customer service. Creating awareness often involves communications like emails, meetings, or presentations that spell out the need for change.
  
  
• Desire: Awareness by itself isn’t enough; individuals must also have the desire to participate in and support the change. Desire is about the personal decision to get on board. Different factors influence desire, including a person’s own motivators and the way leaders manage resistance. Using the same example, even if employees know why the new software is needed, do they want to use it? Building desire might involve sharing what’s in it for them – perhaps the new system will make their jobs easier or the company’s success will secure their future. Involving employees in the change process and addressing their concerns helps increase buy-in.
  
  
• Knowledge: Next, people need the knowledge of how to change. This includes training and education on the new skills or behaviors required. It might be formal training sessions, e-learning, coaching, or peer mentoring. In our example, knowledge would mean the employees have learned how to navigate the new software, understand the new processes, and know what steps to take to do their tasks under the new system. Without sufficient knowledge, even willing employees can struggle or make errors during the transition.
  
  
• Ability: Knowledge is knowing what to do; ability is actually being able to turn that knowledge into action in a real-world context. This stage is about practice and mastery. People demonstrate the ability to perform their jobs using the new tools or behaviors at the required level of proficiency. Continuing the example, after training on the software, the employees must be able to use it effectively during their daily work. Gaining ability may require a period of hands-on experience, on-the-job coaching, and overcoming obstacles that hinder performance. Managers should provide support and remove blockers so that individuals can build confidence in using the new methods.
  
  
• Reinforcement: The final step is reinforcement – ensuring that the change is sustained over time. It’s easy for people to revert to old habits if there’s no reinforcement. Here, managers and the organization put mechanisms in place to keep the change in place. This can include recognition and rewards for using the new process, continued coaching, refresher trainings, or including the new expectations in performance evaluations. The idea is to make the new behavior stick until it becomes the new status quo for each individual. For example, supervisors might periodically check in to make sure the team isn’t slipping back to the old software, and they might celebrate successes that result from using the new system.
  
  

How ADKAR is used: The ADKAR model is often used by change managers and HR in planning for the “people side” of a project. It helps identify why a change might be stalling by diagnosing which of the ADKAR elements is weak. For instance, if a project is faltering, ADKAR prompts you to ask: Are people truly aware of why we’re doing this? Do they actually want this change? Do they know how to do it? etc. If one of these is missing (say employees were trained but still aren’t adopting the new process), perhaps the issue is desire or reinforcement. ADKAR is powerful because it personalizes change. It reminds us that each employee goes through their own journey of understanding, deciding, learning, and adopting. By ensuring each stage for each person, the overall change is more likely to succeed.

Best for: ADKAR is best suited for changes that require individuals throughout the organization to alter their behaviors – for example, implementing a new company-wide software, rolling out a customer service protocol, or driving a cultural change. It aligns well with coaching and change ambassador programs, where you work closely with people to guide them through awareness to reinforcement. It’s a flexible model that can be applied to changes of any scale, but it does require effort in communication and training. Note that ADKAR by itself is not a project plan; it is often used in conjunction with a broader change management process (Prosci also has a 3-phase organizational methodology). Essentially, ADKAR provides the checklist for human readiness at the individual level while other plans manage the timeline and technical tasks.

The McKinsey 7-S Framework is a comprehensive model that helps organizations analyze and align seven key elements to ensure effective change. Unlike step-by-step change processes (such as Kotter or Lewin), the 7-S framework is more of a diagnostic and planning tool. It was developed in the late 1970s by consultants at McKinsey & Company (notably Tom Peters and Robert Waterman) as a way to understand how various aspects of a company interrelate. The idea is that for an organization to successfully execute change or strategy, these seven elements must be in harmony. The 7 S’s are divided into “hard” and “soft” elements:

1. Strategy: The plan or direction for the organization – essentially “what” you want to do and how you intend to achieve long-term goals. In a change context, strategy clarifies what change is needed to respond to external or internal pressures.
   
   
2. Structure: How the organization is organized – its reporting hierarchy, organizational chart, divisions, teams, and formal roles. When change happens, often structure might need to change (for example, creating a new department or altering team configurations) to support the new objectives.
   
   
3. Systems: The processes, procedures, and day-to-day workflows of the company. These are the routines that employees use to get work done (like IT systems, finance processes, HR policies). Systems often need updating during change – for instance, introducing new software, new decision-making processes, or quality control procedures to match the change.
   
   
4. Shared Values: The core values or corporate culture that are central to the organization’s identity. Shared values (sometimes just called “Superordinate Goals” in early descriptions of the model) hold the company together – they influence employee behavior and priorities. Successful change should align with or intentionally shift the organization’s culture and values. For example, a company that values innovation will handle a change differently than one that values tradition.
   
   
5. Style: The leadership style and overall operating approach of management. This includes how leaders communicate, how they motivate employees, and the general cultural style (competitive, collaborative, etc.). Style impacts how change is implemented – whether it’s top-down, participative, fast-paced, cautious, etc.
   
   
6. Staff: The people in the organization and their capabilities. “Staff” looks at the workforce talent and how people are developed or placed within the organization. During change, consider whether you have the right people and skills, or if training/redeployment is needed. It also touches on workforce planning – do you need to hire or restructure teams for the change?
   
   
7. Skills: The actual competencies and skills of the organization’s employees and teams. What do you do best? What gaps exist in skills needed for the future state? For change to succeed, the company must either have or develop the critical skills required by the change (for instance, data analysis skills for a digital transformation).
   
   

In the McKinsey 7-S model, all seven elements are interdependent. The framework is often depicted as a circle or web to emphasize that a change in one element affects all the others. For example, if your strategy changes (say, shifting from product-focus to customer-focus), you might need to change structure (maybe create a new customer success department), systems (new CRM tools), skills (hire customer experience experts), and so on, while reinforcing shared values (like empathy for customers) and perhaps adjusting leadership style (encouraging more cross-department collaboration).

Using the 7-S Framework in change management: When planning a change, leaders can use the 7-S as a checklist to ensure all aspects are considered. Start with analyzing the current state of each of the seven elements and then define the desired future state for each after the change. Identify misalignments – for instance, your new strategy might demand more innovation, but your current structure is too hierarchical (which stifles innovation), and your staff skills lack creative design thinking. This analysis helps pinpoint what exactly needs to change in each area. It underscores that changing just one thing (like installing a new software system) without aligning other elements (like training staff, updating processes, shifting values to encourage data-driven decisions) can lead to failure. The 7-S model is very useful for complex organizational transformations, such as mergers or strategy overhauls, where you must realign many parts of the business.

Tip: The 7-S Framework is not a timeline or sequence; it’s more like a diagnostic map. Many organizations use it during the planning phase of change. For example, an HR leader might convene a workshop with stakeholders to discuss each “S” in the context of an upcoming change (like adopting a remote work model). They might ask: “What structural adjustments do we need for remote work? Do our systems support it (e.g., IT tools)? What skills do managers and employees need to work effectively from home? Does our culture (shared values) trust employees when out of sight?” By systematically addressing these questions, you create a holistic change plan that covers technical, human, and cultural factors.

Using the 7-S Framework in change management: When planning a change, leaders can use the 7-S as a checklist to ensure all aspects are considered. Start with analyzing the current state of each of the seven elements and then define the desired future state for each after the change. Identify misalignments – for instance, your new strategy might demand more innovation, but your current structure is too hierarchical (which stifles innovation), and your staff skills lack creative design thinking. This analysis helps pinpoint what exactly needs to change in each area. It underscores that changing just one thing (like installing a new software system) without aligning other elements (like training staff, updating processes, shifting values to encourage data-driven decisions) can lead to failure. The 7-S model is very useful for complex organizational transformations, such as mergers or strategy overhauls, where you must realign many parts of the business.

While the other models above focus on the external process of change, Bridges’ Transition Model zeroes in on the internal emotional journey people experience during change. Developed by consultant William Bridges, this model draws an important distinction: change is what happens to an organization (an external event, often rapid), whereas transition is the psychological process people go through to come to terms with the new situation. Bridges’ model outlines three stages of transition that individuals typically move through:

1. Ending, Losing, and Letting Go: Transition begins with an ending. This first stage is about acknowledging and letting go of the old reality or previous ways of doing things. When a change is introduced, people often initially feel emotions like fear, sadness, or anger because they are losing something familiar – be it a comfortable routine, a role they understood, or colleagues they worked with. In an organization, this might manifest as resistance or grief for “the way things used to be.” For example, if a company announces an office relocation, employees might feel a sense of loss for their current workplace and routines. In this stage, leaders should expect and accept signs of grieving or resistance. Communication should be empathetic, recognizing what people are giving up and why it’s okay to feel upset. It’s helpful to honor the past (for instance, by celebrating past accomplishments) and clearly identify what is ending.
   
   
2. The Neutral Zone: After letting go of the old, but before fully embracing the new, people enter the neutral zone. This is a period of confusion, uncertainty, and adjustment. In this middle stage, the old habits have been left behind, but the new way isn’t second nature yet. Productivity can dip and morale might be shaky as people navigate uncharted territory. However, the neutral zone isn’t all negative – Bridges notes it can also be a time of innovation and renewal because people are searching for new ways and solutions. Think of it as the “in-between” where experimentation happens. Using the previous example, after moving to the new office, employees might feel disoriented with the new layout and new commute, and teams may need to find new ways to communicate. During the neutral zone, leadership should provide extra support: clear guidance, short-term goals, and opportunities for feedback. This is also a great time to encourage team-building and brainstorm improvements, since people haven’t fully settled – they might be more open to creative ideas now.
   
   
3. The New Beginning: Finally, people accept and embrace the change, entering the New Beginning stage. Here, individuals have begun to build new identity and experience a renewed energy toward the future. They understand their roles in the new environment and have a sense of purpose aligned with the change. In organizational terms, employees have adjusted to the new way of operating and are starting to see positive outcomes. There is often enthusiasm and relief as confidence in the change grows. In our example, employees eventually feel at home in the new office and perhaps notice benefits like better collaboration spaces or shorter commute times. Leaders will observe higher morale and a return to (or exceeding) previous productivity levels. In this stage, it’s important to celebrate the new beginning and reinforce the positives that come with the change, as well as individual contributions that helped get there.
   
   

Why Bridges’ model matters: This model is especially valuable for HR professionals and managers because it addresses the human side of change head-on. It reminds us that even if a change (moving to a new system, restructuring, etc.) is well planned, the emotional and psychological adaptation doesn’t happen overnight. People may be mourning the old ways and feeling insecure before they buy into the new. By using Bridges’ framework, leaders can tailor their support: for example, provide empathy and information during “Endings,” hand-holding and clarity during the “Neutral Zone,” and encouragement and recognition during “New Beginnings.” It’s a tool for change leaders to become more empathetic and effective communicators.

Practical application: Suppose a company is merging with another, creating a lot of uncertainty for employees. During the Ending phase, management might hold meetings to acknowledge that people are anxious about potential job changes and to clarify what will change versus what will remain. They might provide counseling resources or just open forums to vent concerns. As the merger proceeds and teams mix (Neutral Zone), the company could set up cross-team workshops to establish new workflows and make people feel involved in crafting the new organization. Mentorship programs can pair employees from the two old companies to navigate the unfamiliar territory together. Finally, when the new organizational structure and processes are in place (New Beginning), leaders can celebrate the formation of the new company – perhaps launching a refreshed company mission, holding an event to mark the new era, and highlighting stories of teams that are succeeding post-merger. By consciously guiding people through these stages, the organization helps employees transition emotionally, not just physically, which boosts the overall success of the change.

The Kübler-Ross Change Curve is a model adapted from the well-known “Five Stages of Grief,” and it describes the typical emotional stages people go through when confronting change. Originally introduced by psychiatrist Dr. Elisabeth Kübler-Ross in 1969 to describe how people deal with personal loss and grief, the framework was later applied to workplace and organizational change as the “change curve.” Understanding this curve helps leaders and teams anticipate emotional reactions during change and provide appropriate support. The classic five stages (often remembered by the acronym DABDA) are:

• Denial: Upon first hearing about a significant change, many people go into denial. They might think, “This isn’t really happening,” or downplay the impact (“Surely this won’t affect my job much.”). Denial is a defense mechanism that buffers the immediate shock. In a workplace setting, an employee might continue with business-as-usual at first, ignoring new instructions or timelines because they haven’t emotionally accepted the change.
  
  
• Anger: As reality sets in, denial often turns into anger or frustration. People ask “Why is this happening to me? Who’s to blame?” In organizations, employees might direct anger towards management (“This new CEO is ruining everything!”) or toward colleagues. They may feel resentment about the change, perceiving it as disruptive or unfair. It’s important for managers to recognize that anger is a natural stage; providing outlets for feedback and listening can help here, rather than clamping down on the expression of frustration.
  
  
• Bargaining: In this stage, individuals attempt to regain control or make the situation feel more acceptable by negotiating – often with themselves or with the idea of “what if.” In personal grief, bargaining might sound like “If only I had done X, this wouldn’t have happened.” In organizational change, bargaining might involve employees clinging to some aspect of the old way: “Can we keep our old team structure and just add this new task? Maybe we don’t really have to change everything?” It reflects a hope that one can avoid the inevitable or soften the blow.
  
  
• Depression: When people realize the change is real and their bargaining attempts won’t stop it, they may move into a phase of sadness or low morale. In a company, this can manifest as disengagement, a sense of loss, or helplessness (“I’m upset because everything is changing and I have no control. What’s the point?”). Productivity might drop and some individuals may withdraw or show signs of stress and fatigue. This stage is critical for leaders to address – offering support, empathy, and reaffirming the positive future can help people not get stuck in this downturn. Peer support and reminding people they are not alone in the change can alleviate feelings of isolation.
  
  
• Acceptance: Finally, people reach a stage where they come to terms with the change. Acceptance doesn’t necessarily mean they love the new situation immediately, but they acknowledge “This is happening, and I need to move forward.” At work, employees start focusing on making the best of the new circumstances, exploring how to succeed in the new environment. Energy and productivity begin to rebound. In many depictions of the change curve, this is the stage where people start engaging with the change positively – new ideas form, and there’s a willingness to learn and adapt. In time, acceptance can lead to commitment, where employees not only accept the change but also embrace it and perhaps even advocate for it.
  
  

How the Change Curve helps organizations: The Kübler-Ross Change Curve is a useful lens for managers to understand team morale during change. It highlights that negative reactions aren’t signs of bad employees, but normal human responses. Leaders can map where various team members might be on the curve. For instance, right after a tough announcement (say, layoffs or a major process overhaul), expect some denial or shock. As implementation begins, brace for possible anger or pushback. Midway through the project, if morale dips, recognize it might be the “depression” phase. By anticipating these, leaders can tailor their change management actions: early on, clear and frequent communication can reduce denial and rumors; during the anger phase, town-hall meetings or one-on-one check-ins let people vent and ask questions; during the low morale phase, additional support, counseling, or team-building can help; and as acceptance grows, providing training and empowerment accelerates progress.

Note: Not everyone goes through these stages in order, and some people might move faster or slower through them. Also, the intensity of each stage can vary. Some frameworks expand the change curve to include stages like “Shock” at the very start or “Testing/Experimenting” as people start to try new behaviors before full acceptance. But the core insight remains – people’s emotions evolve during change, and understanding that journey makes for better change leadership.

Combining models: Practically, an HR leader might use the Change Curve alongside other models. For example, while executing Kotter’s 8-step plan, the leader can use the Change Curve to gauge employee sentiment and know when to apply certain Kotter steps or ADKAR tactics. If a large group is in the anger stage, it might be time for more listening sessions (addressing ADKAR “Desire” issues or Bridges’ “Ending” concerns). If many are in the depression stage, perhaps the team needs a short-term win to lift spirits (aligning with Kotter’s step 6: generate short-term wins). Understanding the emotional curve ensures that the technical side of change (the tasks and steps) is matched with emotional support.

Navigating change is a multifaceted challenge, and there is no one-size-fits-all solution. The top change management models we’ve discussed – Kotter’s 8-Step, Lewin’s Three-Stage, the ADKAR model, McKinsey’s 7-S, Bridges’ Transition, and the Kübler-Ross Change Curve – each offer a different perspective on managing change. How do you decide which model (or combination of models) to use for a given situation?

Consider the nature of your change and your organizational culture. If you are leading a large, structured change (like a company-wide restructuring or a merger) and need a clear roadmap, Kotter’s 8-Step Model can provide a strong guiding framework with its focus on leadership and urgency. If you want to ensure you’re covering all aspects of the organization in a complex transformation, the McKinsey 7-S Framework is a great checklist to align strategy, culture, and systems. For people-driven changes or when you sense that individual adoption will be the make-or-break factor (such as implementing a new tool that everyone must use), the ADKAR model zeroes in on individual readiness and can be very effective.

On the other hand, if you’re dealing with incremental or ongoing changes in a dynamic environment, Lewin’s idea of “refreezing” may seem too final – you might instead focus on continuously reinforcing new behaviors (here, combining ADKAR’s reinforcement with an agile approach could work). Bridges’ Transition Model and the Kübler-Ross Change Curve are universally useful as overlays to any change effort, because no matter what process you follow, your people will experience endings, neutral zones, and new beginnings, and they will have emotional reactions. Being mindful of those human elements will improve any change manager’s success.

In practice, many organizations blend elements from multiple models. For example, you might use Kotter’s steps to structure your project timeline, while simultaneously using ADKAR to design your communication and training plans, and keeping Bridges’ stages in mind to support employees emotionally. The key is to remain flexible and people-centric. Pay attention to feedback, measure adoption rates, and be ready to adjust your approach. Successful change management is both an art and a science – these models give you science-based frameworks; it’s up to you as a leader to apply the art of understanding your organization’s unique needs.

Empowering your role: As an HR professional or business leader, building your toolkit with multiple change models makes you better prepared for whatever change comes next. Whether it’s a disruptive technology, a sudden market shift, or an internal process improvement, you can draw on these models to craft a plan that addresses both the technical and human sides of change. Remember that at the heart of every change initiative are people – employees, managers, and customers – who need to transition from an old way to a new way. By leveraging proven models and showing empathy and clarity, you can guide your organization through the rough waters of change toward a successful outcome.

Navigating Change with TechClass

While frameworks like Kotter’s 8-Step process and the ADKAR model provide the strategic roadmap for transformation, the practical execution often hinges on effective training and clear communication. Without a centralized way to upskill employees and reinforce new behaviors, even the best strategies can falter due to confusion or a lack of capability among the workforce.

TechClass empowers organizations to drive successful change by streamlining the learning component of any transition. Whether you need to deploy rapid training for a new software rollout using our AI Content Builder or assign courses on adaptability from our Training Library, our platform ensures your teams are equipped for the future state. By tracking engagement and learning progress in real-time, leaders can identify gaps early and ensure that new initiatives are not just introduced, but fully adopted and sustained.

FAQ

What are some popular change management models?

Popular models include Kotter’s 8-Step, Lewin’s 3-Stage, ADKAR, McKinsey 7-S, Bridges’ Transition, and the Kübler-Ross Change Curve.

How does Kotter’s 8-Step Model support organizational change?

It provides a clear, step-by-step framework focusing on creating urgency, building coalitions, and anchoring change in culture for success.

What is the main focus of the ADKAR model?

The ADKAR model centers on individual change, emphasizing awareness, desire, knowledge, ability, and reinforcement to ensure successful adoption.

When is Lewin’s Change Model most useful?

Lewin’s model is ideal for smaller, well-defined changes, offering a simple process of unfreezing, changing, and refreezing.

How does Bridges’ Transition Model differ from other models?

It focuses on the emotional journey of individuals through endings, neutral zones, and new beginnings during organizational change.

Why is understanding the Kübler-Ross Change Curve important?

It helps leaders anticipate emotional reactions during change, enabling tailored support and better morale management.