From ADKAR to PDCA: 10 Essential change management models for business success

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Struggling to deal with change of any type might be more common than you think — in fact, it’s an everyday experience for some people. So, what can you do to ensure your company undergoes transition effectively? Enter change management models.

Change management frameworks provide structured approaches that guide businesses through transformations, helping leaders address challenges and support their teams. 

From people-focused approaches like ADKAR to iterative improvement cycles like Deming’s PDCA, each model offers unique strengths for various types of change. This guide will explore 10 popular change management frameworks, providing insights into their purpose, scale, and benefits.

What is a change management model?

Change management models are structured frameworks that guide organizations through planned transformations. They outline steps for managing the people, processes, and technology affected by change to ensure a smooth transition from a current to a desired state.

These frameworks provide proven strategies to address resistance, minimize disruptions, and embed new practices within an organization’s culture. Thus, using organizational change management models is essential, as they enhance the likelihood of successful and lasting change.

Why do businesses need a change handling framework?

Businesses need a defined framework for handling change to ensure a structured and effective approach. Key reasons include:

• Minimizing employee pushback by preparing them for the transition
• Enforcing clear communication and promoting transparency at every step
• Streamlining processes, which in turn reduces confusion and disruptions
• Embedding new practices into the company culture for long-term impact
• Identifying potential risks early and allowing for proactive solutions

Thus, implementing a change management model before undergoing an important transition is a great way to ensure that everything goes smoothly and that employees’ morale remains high. 

10 most effective change management models

Managing transitions in your company can be easy if you know how to approach them. Here are the 10 best change management models you can choose from. 

1. ADKAR model

The ADKAR model was developed by Jeff Hiatt, the founder of change management solutions company Prosci, in 1996 and first published in a whitepaper in 1999. It focuses on individual change by addressing specific stages employees undergo during organizational transformations.

The five goals of the ADKAR model, as outlined in the acronym itself, are:

1. Awareness — understand the need for change
2. Desire — foster a willingness to support change
3. Knowledge — provide the information employees need
4. Ability — enable effective implementation
5. Reinforcement — sustain change over time

2. Kotter’s 8-step process

Kotter’s 8-step process was first outlined by Harvard Business School professor and author Dr. John Kotter in his 1996 book Leading Change. One of the best-known change management models, it’s designed to guide organizations through change by focusing on building momentum and embedding change in culture.

The eight steps outlined by Dr. Kotter are:

1. Create urgency — highlight the need for change
2. Form a coalition — assemble a change leadership team
3. Create a vision for change — develop a clear direction
4. Communicate the vision — share goals and benefits
5. Remove obstacles — address barriers to empower employees
6. Create short-term wins — define achievable milestones
7. Build on the change — strengthen and expand progress
8. Anchor culture changes — add changes to organizational practices

3. Lewin’s change management model

Lewin’s change management model was developed by German-American psychologist Kurt Lewin in his 1947 paper Frontiers in Group Dynamics. The framework offers a straightforward approach to guiding organizations through change by reshaping established behaviors.

It’s one of the earliest models of change management, dividing the process of change into three stages:

1. Unfreeze — prepare the organization for change by challenging current processes
2. Change — implement new practices or behaviors and keep providing support
3. Refreeze — solidify changes to make them part of the organization’s norms

4. McKinsey 7-S framework

The McKinsey 7-S framework was developed by McKinsey consultants Robert H. Waterman Jr. and Tom Peters in the 1980s. It’s designed to help organizations align internal elements for effective change and improved performance.

The seven steps in this change management model all start with the letter ‘S’, as the name implies:

1. Strategy — define the approach to achieving goals
2. Structure — establish organizational hierarchy
3. Systems — implement processes and workflows
4. Shared values — core beliefs shaping company culture
5. Style — leadership and management style
6. Staff — human resources and team competencies
7. Skills — core capabilities within the organization

5. Bridges transition model

The Bridges transition model was developed by American author and consultant William Bridges. It focuses on the emotional transitions individuals experience during organizational change, promoting a smoother and more people-centered adaptation.

Bridges outlined three stages in his organizational change management model:

1. Ending — acknowledge the impact of leaving the old way
2. Neutral zone — navigate the in-between period of uncertainty
3. New beginning — embrace and adapt to the new approach

6. Nudge theory

The nudge theory is a behavior science-based change management model popularized by legal scholar Cass Sunstein and behavioral economist Richard Thaler in their 2008 book Nudge: Improving Decisions About Health, Wealth, and Happiness. Its focus is encouraging change by subtly guiding choices without force.

Guiding comes in the form of nudges, which are small changes in the environment or way choices are presented, designed to influence people’s behavior. There are three main types:

1. Defaults — set the preferred choice as the automatic option
2. Social proof — show others adopting desired behaviors to influence choices
3. Salience — make the desired option more visible or prominent

7. Satir process of change

The Satir process of change was developed by American psychotherapist Virginia Satir to explain how families adapt to change by navigating stages that address emotional responses and behavior shifts. However, its key concepts can also be applied to the business world.

It’s another successful example of change management models that are born from psychology and outlines four essential stages in the process of change:

1. Late status quo — stability in a predictable environment
2. Chaos — disruption from change, often met with intense emotions
3. Practice and integration — experimenting with behaviors and creating consistency
4. New status quo — acclimatizing and achieving comfort with new norms

8. Kübler-Ross change curve

The Kübler-Ross change curve, also known as the five stages of grief, was developed by Swiss-American psychiatrist Elisabeth Kübler-Ross in her 1969 book On Death and Dying. It illustrates the emotional phases people experience during times of loss.

However, together with the Satir process of change, it’s one of the change management frameworks that stem from psychology but can be applied to business as well. The five stages of the model are:

1. Denial — initial disbelief or refusal to accept change
2. Anger — frustration and resentment toward the change
3. Bargaining — attempting to negotiate or find a middle ground
4. Depression — feelings of sadness or helplessness
5. Acceptance — adjusting and embracing the new reality

9. Maurer’s 3 levels of resistance

Maurer’s 3 levels of resistance, developed by change expert Rick Maurer, identify types of resistance during change initiatives. They were designed to help leaders address underlying causes and improve employee acceptance.

Here are Maurer’s 3 levels of resistance.

1. Level 1 — I don’t get it (lack of information): Resistance due to communication breakdown or lack of clarity. Leaders should focus on clear and transparent communication, providing accurate information, clarifying the change’s purpose, and answering questions.
2. Level 2 — I don’t like it (emotional resistance): Fear, distrust, or negative feelings about the change. Leaders should address emotional responses by listening empathetically, acknowledging fears or concerns, and creating a safe environment where employees feel heard. 
3. Level 3 — I don’t like you (deeply embedded resistance): Core values or beliefs clash with the change. This requires deeper engagement to understand the underlying beliefs or values at odds with the change. Leaders may need to involve employees in discussions about values, find common ground, and align change initiatives with the team’s core values.

10. Deming’s PDCA cycle

It’s a common myth that American business theorist William Edwards Deming developed the well-known Plan-Do-Check-Act (PDCA) cycle change management model. In fact, Deming himself credits a work by physicist Walter Andrew Shewhart for the idea.

Starting from Shewhart’s cycle for continuous learning and improvement, Deming published his Plan-Do-Study-Act (PDSA) cycle in 1993. His framework evolved into what we know today as the PDCA cycle.

This change management model helps organizations systematically solve problems and implement effective changes in four stages, as outlined by the acronym:

1. Plan — identify and analyze the problem, setting objectives
2. Do — implement the plan on a small scale to test potential solutions
3. Check — evaluate the results, measuring effectiveness
4. Act — standardize successful changes, making further adjustments

How to select your change management model

When choosing the right change management model for your business, you should consider your company’s specific needs and culture first. Here are a few tips to help you get started.

Identify the type of change you want

• Behavioral changes benefit from the nudge theory or the Satir process of change, as these encourage habit and emotional shifts.
• Skill and competency development changes align well with ADKAR, as it emphasizes knowledge and ability.

Asses the scale and impact of the change

• For major, organization-wide changes such as mergers, choose comprehensive models like Kotter’s 8-step process or the McKinsey 7-S framework.
• For small, continuous improvements, Deming’s PDCA cycle or Lewin’s change management model may be more suitable.

Understand what your employees need

• If addressing emotional responses is essential, models like the Kübler-Ross change curve or Bridges transition model are ideal.
• For tackling resistance, Maurer’s 3 levels of resistance change management model provides targeted strategies that will help your team achieve balance.

We created the table below to provide more information on the particularities of each of the 10 best change management models discussed in this article.

Best practices for change management models

Implementing organizational change management models successfully involves key best practices to ensure smooth transitions and employee engagement. Here are some things to keep in mind.

• Communicate early and often: Share the vision, reasons, and benefits of the change clearly and continuously.
• Engage key stakeholders: Involve senior leaders and key stakeholders as visible champions of change.
• Develop a clear roadmap: Break down the change into manageable steps, setting both short- and long-term goals.
• Address resistance proactively: Identify potential areas of resistance and address concerns openly.
• Train employees and provide resources: Offer training programs to bridge knowledge gaps and build confidence.
• Celebrate short-term wins: Recognize and celebrate early achievements to build momentum and morale.
• Gather feedback and adapt: Collect feedback regularly to identify challenges and areas needing adjustment.
• Reinforce and sustain the change: Embed new behaviors into the organization’s culture through policies and incentives.

By following these best practices, organizations can integrate effective models for change management and utilize communication plan templates to help employees adjust smoothly, nurturing a lasting and positive transformation.

Conclusion

Choosing the right change management model for your business can significantly impact the success of any transition. Whether addressing emotional resistance, aligning internal structures, or fostering behavioral shifts, these models provide valuable frameworks to ensure smoother, more effective transformations. 

By understanding the strengths of each model and aligning them with specific business needs, leaders can help their teams adapt confidently, reducing resistance and enhancing long-term results. Ultimately, the right model supports sustainable change, empowering organizations to thrive in a dynamic environment.