Build Sponsor Desire for Change Management by Tapping Into Beliefs

With 43% of employees saying their organizations are not prepared to manage change effectively, organizational leaders need to understand and apply change theory. Change theory aims to understand the dynamics of change and its impact on employees. By using a structured framework to apply change theory, your organization can prevent employee resistance, drive adoption, and ultimately achieve successful change. In this article, we explain change theory and its applications. Then, we explore five renowned change management models, including the Prosci ADKAR® Model, and how they enable organizational transformations. What Is Change Theory? Change theory examines how and why transformations occur within individuals and organizations. It provides frameworks and models that explain the processes, mechanisms, and factors driving or hindering change. Drawing from disciplines such as psychology, sociology, management and education, change theory offers a structured approach to implementing, managing and sustaining transformation. Leaders often use change theory to address employee concerns and build confidence. This motivates participation and fosters commitment to change. By understanding the complex dynamics of transformation, change theory is a valuable tool for managing organizational change across various industries. A change theory includes key components such as: Drivers of change – Internal or external factors that initiate transformation, such as leadership shifts, performance goals, technological advancements, or regulatory requirements. Stages of change – Many change models outline the phases and stages of a transformation. For example, the Prosci 3-Phase Process has three phases: Phase 1 – Prepare Approach, Phase 2 – Manage Change, and Phase 3 – Sustain Outcomes. Resistance to change – Psychological, structural or cultural factors that cause employee resistance. This can include lack of awareness about the reasons for change, fear of the unknown, and inadequate support. Sustainability of change – Embedding new behaviors or systems into the organizational culture to prevent regression. Understanding change theory helps leaders and practitioners design detailed change management strategies, prevent resistance, and increase the likelihood of successful transformation. Whether you're leading a corporate restructuring or modernizing government services, grounding your efforts in proven organizational change theories enhances your ability to make strategic decisions and implement them. Our research backs this up, showing that organizations with excellent change management programs are seven times more likely to achieve change success. Correlation of Change Management Effectiveness With Meeting Project Objectives Applications of Change Theory Change theory includes models that are applied to manage different types of transformations. Here are four common applications: 1. Organizational change Change theory guides organizations through transformations in processes, structures and cultures. It helps leaders prevent resistance, align different groups of impacted people and ensure the success of new initiatives. Common examples of organizational change include restructuring, mergers, technology adoption and cultural transformation. Applying change theory in these scenarios minimizes disruptions and supports long-term sustainment. Enterprise-level change initiatives are often more complex than those for smaller organizations. As a result, a structured yet flexible and customizable change methodology, such as the Prosci Methodology, is essential to effectively address diverse transformation projects. 2. Education In the education sector, change theory and theory of change work together to support improvements in teaching methodologies, curriculum design and institutional policies. While change theory focuses on the implementation of these changes, the theory of change provides a strategic model that outlines the how and why behind the transformations. This dual approach enables educators and administrators to drive innovation and adapt to societal and technological shifts effectively. Change management in higher education helps institutions address the personal and contextual factors affecting students and teaching staff. This enables strategies that capitalize on future opportunities. For example, change management models assist institutions in implementing new teaching strategies, updating curriculums, introducing e-Learning platforms, and embedding digital tools to improve educational outcomes. They can also help upskill educators through effective training programs. However, educational institutions may face change fatigue from managing multiple changes simultaneously. The University of Virginia (UVA) addressed this challenge by partnering with Prosci. Using our Change Management Certification Program, they trained their staff to increase their overall change capability. 3. Healthcare Healthcare systems use change theory to enhance patient outcomes, implement evidence-based practices, integrate new systems, and adapt to regulatory changes. It also plays an important role in driving behavioral change among healthcare professionals and patients. A notable example is the implementation of electronic health records (EHR), where change management guides the process. This transformation improves care quality and efficiency while motivating staff to engage with the change. One health system in Chicago, Illinois, used the Prosci Methodology and our change management training programs to integrate two new organizations and expand their system's presence to nearly 100 locations. 4. Government Government organizations apply change theory to improve public services, administrative systems and social programs. With change management, they can engage policymakers and leaders, increase public trust and efficiently execute large-scale programs. These organizations need effective change management to raise public awareness and gain support for initiatives related to policy reforms, modernizing infrastructure and crisis management. A real-life example of effective change management in government is the Colorado Department of Transportation. They used the Prosci Methodology and our ADKAR Model to inform and engage employees during a large-scale strategic shift. This approach resulted in significant improvements, including a 55% reduction in error rates within the oversize and overweight permit division. To put change theory into action, organizations and change practitioners use change different change management models. These models address various aspects of the change process, from leadership and communication to individual motivation and structural adaptation. Whether in education, healthcare, government or business, change theory provides a structured foundation to achieve successful transformations. 5 Popular Models in Change Theory Here’s an overview of five influential models in change theory, their applications, strengths, and challenges: 1. The Prosci ADKAR Model The ADKAR Model is a renowned approach that positions the individual at the center of successful organizational change. It’s comprised of five elements—Awareness, Desire, Knowledge, Ability and Reinforcement—that individuals must acquire for successful transformation. Prosci ADKAR Model In this model, change practitioners prepare, equip and support individuals as they: Learn about the change Understand its benefits Learn their roles and how to perform them Adopt and sustain new systems, processes or behaviors The ADKAR Model’s unique focus on individual journeys and its emphasis on reinforcement set it apart from other frameworks. Reinforcement ensures that new work habits are maintained for the long term, with detailed tactics provided to achieve this. A major advantage of our ADKAR Model is its proactive approach to resistance. Instead of reacting to barriers mid-project, this model equips leaders to anticipate and address resistance before it arises. As part of the comprehensive Prosci Methodology, our ADKAR Model is widely used to guide transformations of all sizes, from enterprise digital transformation to smaller employee development projects. 2. Lewin’s Change Management Model Kurt Lewin's Change Theory, or Lewin's Three-Step Model, created in the 1940s, describes change as a linear process with three stages: Unfreeze, Change and Refreeze. Unfreeze: Organizations prepare for change by recognizing the need to shift the status quo and building readiness. Change: The transition to new processes, behaviors or technologies takes place. Refreeze: New practices are integrated into the organization’s culture to ensure sustainability. Aligning ADKAR Elements With Iterative Approach The model's simplicity and clarity make it widely applicable. It offers a straightforward framework for organizations to approach change. However, its linear nature limits its effectiveness for complex or iterative transformations. Critics note that the model’s high-level guidance lacks actionable tools for dynamic or fast-paced environments. Additionally, it prioritizes collective organizational behaviors over individual change journeys, making it less relevant for modern businesses that require continuous evolution. 3. Kotter’s 8-Step Change Model John Kotter's 8-Step Change Model provides a structured roadmap for managing large-scale organizational change. Its steps include: Create urgency Build a guiding coalition Form a strategic vision Communicate the vision Remove obstacles Create short-term wins Consolidate gains Anchor changes in culture Kotter's 8-Step Change Model emphasizes leadership, vision and momentum-building. Its structured flow makes it easy to understand and implement, while early short-term wins maintain engagement and morale. However, Kotter's model has limitations. Its high-level approach lacks detailed guidance for technical or individual challenges. The linear structure may not suit organizations navigating iterative or rapidly changing environments. Additionally, its top-down focus on senior leadership risks alienating front-line employees and neglects personal barriers to change. 4. McKinsey 7-S Framework The McKinsey 7-S Model highlights the interdependence of seven internal elements required for successful change: Hard elements (easily defined and influenced by management) – Strategy, Structure, Systems Soft elements (abstract and rooted in culture) – Shared Values, Skills, Style, Staff At the heart of this framework are Shared Values, which represent the cultural foundation of the organization and guide alignment among the other elements. McKinsey 7-S Change Model The McKinsey 7-S Model is a holistic approach that enables organizations to examine how internal systems interact, ensuring they can support strategic goals. However, its static nature makes it less suited for industries facing rapid or unpredictable change. The model’s complexity can also lead to scattered efforts, as it provides little guidance on prioritizing specific elements for different types of change. 5. Bridges’ Transition Model Developed by William Bridges, the Bridges Transition Model focuses on the psychological and emotional transitions people go through during organizational change. It distinguishes between external change and internal transition. Its three stages are: Endings – People identify losses and learn to cope. The Neutral Zone – A period of adjustment and uncertainty as individuals learn new processes and roles. New Beginnings – People accept and embrace the new reality. They understand their purpose and roles and how they contribute to the organization’s goals. This model’s strength lies in its focus on the human side of change, enabling leaders to create strategies that support employees and reduce discomfort. However, its abstract nature makes it more suitable for smaller, internal transitions rather than large-scale organizational projects. It also lacks detailed steps for managing technical or systemic changes and can be time-intensive to implement. Comparison of change models So, which organizational change theory is best for your change project? Here's a quick overview of each model's focus, use case, strengths and challenges: Comparison of Popular Change Models Prosci ADKAR Model – Focuses on individual transitions, offering a structured, adaptable approach that addresses resistance and ensures long-term change. Lewin’s Model – A simple, linear framework for collective organizational changes, but lacks flexibility and depth. Kotter’s Model – A high-level roadmap for large-scale change with a strong emphasis on leadership and momentum but limited attention to individual challenges. McKinsey 7-S – A holistic model aligning internal systems and strategies but less effective for dynamic environments. Bridges’ Model – Centers on psychological transitions, ideal for supporting individuals but not suited for technical or large-scale changes. Examining the key aspects of these models reveals that the Prosci ADKAR Model is the most effective for guiding organizational transformations that require adoption and usage to succeed. It prioritizes individual transitions, which are fundamental to successful change. Unlike Lewin’s or Kotter’s models, it provides a detailed approach to address personal barriers while aligning them with organizational goals. As part of the Prosci Methodology, the ADKAR Model combines simplicity with adaptability. It enables practitioners to manage change at both the individual and organizational levels, ensuring sustainable success. How the Prosci ADKAR Model Drives Organizational Change Success Five key factors differentiate our ADKAR Model from other change management models: 1. Prevents resistance The ADKAR Model prioritizes building change readiness and preventing resistance, unlike the other change models that use a responsive approach to resistance management. Proactive resistance prevention saves time and resources, and increases the potential for change success. Using tools like the ADKAR Blueprint, change practitioners can anticipate barriers to change and address them through targeted interventions. For example, a lack of awareness about the reason for change is the primary reason for employee resistance. To mitigate this, change teams can use tactics for targeted communication and sponsor engagement to allay employee fears and highlight the benefits of the change. This helps avoid resistance and motivates people to participate in the transition. 2. Empowers employees The ADKAR Model empowers employees with the knowledge and skills they need to adopt and use change. This people-centric approach can greatly improve workplace culture metrics, including a 467% increase in employee fulfillment and a 75% reduction in burnout. Rather than just informing employees about the change and providing a general roadmap, the ADKAR Model enables practitioners to create detailed plans for communication and training for each impacted group of individuals. It also equips leaders with strategies and tools to engage with people effectively and guide them through change. 3. Enables flexible change management The ADKAR Model's versatility makes it suitable for varying sizes and types of change. From technological upgrades to cultural shifts and mergers, ADKAR is adaptable to small-scale projects and enterprise-wide transformations. The model's scalability makes it equally effective for startups undergoing rapid growth or multinational corporations pursuing global restructuring. 4. Simplifies measurement A significant benefit of our ADKAR Model is its focus on measurability. By evaluating progress at each stage, leaders can identify areas where employees struggle and implement corrective measures. The Prosci Methodology also provides detailed performance metrics to measure the success of change management projects. Practitioners can also use surveys and employee feedback to monitor and improve the change process. 5. Sustains change One of the most overlooked aspects of change management is ensuring that new behaviors and processes stick. Without reinforcement, employees often revert to familiar practices, so organizations cannot fully realize the benefits of the change initiative. Sustainment is essential to change, which is why reinforcement is an ADKAR element. This includes activities like celebrating milestones, rewarding employees, enabling two-way feedback, and creating mechanisms for accountability. Turn Change Theory Into Action With Prosci Change theory provides a foundation for understanding how transformations take shape, but its true value lies in application. To achieve lasting impact, organizations need structured approaches to change that move beyond concepts and into real-world execution. The Prosci Methodology, with its focus on both organizational and individual adoption, offers a practical way to apply change theory effectively. By addressing resistance proactively, equipping employees with the right tools and knowledge, and reinforcing change over time, you can drive successful, sustainable outcomes.

According to Prosci research, projects with excellent change management are seven times more likely to meet or exceed objectives compared to those with poor change management. This underscores the importance of choosing time-tested, research-based approaches when navigating complex organizational shifts. Kurt Lewin's model, one of the earliest in change management, breaks change down into three essential stages: Unfreeze, Change and Refreeze. Structured approaches like this one help organizations prepare, manage and solidify change effectively. In this article, we explore how Lewin’s model addresses complex change processes, examining its core principles, benefits and potential challenges. We also compare Lewin’s model to the Prosci ADKAR® Model, providing actionable insights for planning, implementing and sustaining effective change within your organization. What Is Lewin’s Change Theory? Lewin’s Change Theory, developed by Kurt Lewin in the 1940s, outlines a three-stage process for organizational change: Unfreeze, Change, and Refreeze. This provides a structured way to understand how organizations transition from a current state to a desired future state. The Unfreeze stage involves preparing the organization for change by identifying the need for transformation and fostering readiness. The Change stage focuses on implementing new behaviors, processes or systems. Finally, the Refreeze stage aims to stabilize these changes, integrating them into the organization’s culture and practices to maintain the new state. This model has been widely referenced in change management discussions over the last 70 years. But, while Lewin’s Change Theory offers a broad framework, it doesn’t provide detailed guidance on executing each stage, which may limit its applicability in complex scenarios. However, it remains a useful reference point for understanding the general stages of change, and many change management models use a version of Lewin’s three stages. 3 States of Change: Comparisons The 3 Stages of Lewin’s Change Model Each stage of Kurt Lewin’s Change Model guides organizations through the change process. Here’s how Lewin describes them: Unfreeze The Unfreeze stage sets the groundwork for change. During this phase, organizations identify the need for change and prepare individuals and teams for the upcoming transition. This often involves breaking down existing mindsets and behaviors that may act as barriers. It’s a time to challenge the status quo, highlight inefficiencies, or address external pressures necessitating change. Key actions in this stage include: Communicating the rationale for change to create awareness. Gathering support from leadership and key stakeholders. Assessing readiness through tools like surveys or readiness assessments. For example, before implementing new enterprise software, the organization’s leadership might conduct workshops to explain the benefits and address concerns. These activities aim to reduce resistance and build momentum. Change The Change stage focuses on implementing the transformation. It’s where new processes, systems or behaviors are introduced, and teams begin adapting to the shift. This stage can be dynamic as individuals and groups work to internalize new ways of operating. Key actions in this stage include: Providing training and resources to build the necessary skills. Offering continuous support through coaching or mentoring. Monitoring progress and making adjustments as needed. For instance, when an organization adopts new workflows, team leaders may hold regular check-ins to ensure employees understand their roles and responsibilities. Challenges and resistance behaviors might arise, but ongoing support helps reduce these issues. Lewin's Model of Change Management Refreeze Refreeze is the final stage, aimed at stabilizing and embedding the change into the organization’s culture. Without this stage, there’s a risk that people will revert to the old ways of working. The goal is to reinforce new behaviors and ensure they’re sustained over time. Key actions in this stage include: Establishing new policies and procedures to support the change. Recognizing and rewarding adherence to the new way of working. Continuously gathering feedback to identify areas for improvement. For example, after introducing a new customer relationship management (CRM) system, an organization might update its performance metrics to new ones that the new system can track and provide ongoing training to reinforce usage. Regular feedback loops can help maintain the new processes and ensure alignment with organizational goals. Using this simple, three-step system has some key advantages that have contributed to its longevity. Advantages of Lewin’s Change Theory Lewin’s Change Theory offers a straightforward framework for understanding and managing organizational change. Its simple, three-stage process provides several advantages for organizations looking to guide transitions effectively. Simplicity and accessibility One of the most notable strengths of Lewin’s Change Theory is its simplicity. The model’s three stages are easy to understand, making it accessible to practitioners across different experience levels. This simplicity helps reduce confusion during the planning and execution of change initiatives, enabling teams to focus on the key objectives of each stage. For organizations new to change management, Lewin’s model can serve as an entry point, offering a clear framework without overwhelming complexity. After all, having any model for change is better than an unstructured change process. Versatility Lewin’s model is versatile and applicable across various industries and organizational contexts. The framework can be adapted to suit diverse needs, whether the change involves implementing new technology, restructuring teams or shifting organizational culture. Its broad applicability makes it a valuable tool for organizations dealing with different types of transitions, particularly those that are linear and straightforward. Structured approach The sequential nature of Lewin’s model offers a structured way to manage change. Clearly delineating the preparation, implementation and stabilization phases helps organizations avoid skipping critical steps. This structured approach is particularly valuable in projects where maintaining order and focus is essential to success. However, other theories of change have arisen since Lewin’s creation, in part because it has some critical flaws. Here are some of the things that make Lewin’s theory less useful. Drawbacks and Limitations of Lewin’s Change Theory While Lewin’s Change Theory was once a popular model for managing organizational change, it’s not without limitations. Understanding these drawbacks is crucial for organizations to determine whether this model aligns with their specific change management needs. Linear and rigid structure One of the main criticisms of Lewin’s Change Theory is its linear and sequential nature. The model assumes that change follows a straightforward path through the stages of Unfreeze, Change, and Refreeze. However, in many organizational contexts, change is not a linear process. Complex changes often require iterative approaches with overlapping or revisited phases. For instance, in dynamic environments where external factors rapidly evolve, organizations may need more flexible models to adapt in real time. That’s one reason why many organizations choose non-linear models like our ADKAR Model. Limited guidance for complex changes Lewin’s model provides high-level guidance but lacks detailed steps or tools for managing the complexities of large-scale or multifaceted changes. For example, it does not specify how to address the unique challenges that arise in global transformations, such as managing cultural differences or aligning diverse stakeholder groups. This can make it less effective for organizations operating in highly complex or fast-paced environments. Today, more and more organizations are in rapidly changing industries, and the pace of change is steadily increasing. Lack of focus on individual change Another limitation is the model’s focus on change at the organizational level. While the Unfreeze, Change, and Refreeze stages consider collective behavior, they offer limited insights into individual change journeys. Modern change management practices emphasize the importance of addressing individual transitions to ensure the overall success of organizational change. Models like the Prosci ADKAR Model provide more granular steps for guiding individuals through change. No consideration for cultural factors Lewin’s model does not explicitly address the cultural dimensions of change. These factors often play a significant role in determining the success of change initiatives. Organizations might need to supplement this model with additional frameworks or strategies that focus on cultural understanding and alignment. Limited pace of change Lewin’s Theory of Change was developed when organizational environments were relatively stable, and change typically occurred as a discrete event rather than a continuous process. The model’s three stages—Unfreeze, Change and Refreeze—imply that change can be fully implemented and “frozen” in a new state. This approach assumes a clear start and finish to change, with a stable end state that can be maintained until another change is needed. However, today, organizations often face ongoing, iterative changes rather than isolated, one-time transformations. For example, technology companies need to continuously adapt their strategies, products and structures in response to rapid advances and shifting market demands. In such contexts, “refreezing” after each change can be impractical, as it implies an increasingly rare state of permanence. Organizations today often need to remain fluid, with processes and practices that are adaptable, responsive, and open to frequent adjustment. Comparing Lewin’s Change Theory With the Prosci ADKAR Model Lewin’s Change Theory and the Prosci ADKAR Model are both well-known in change management. While they serve the common goal of facilitating successful transitions, their approaches differ significantly in structure, focus and application. Understanding these differences can help you select the model that best aligns with your change initiatives. Prosci ADKAR Model Structure and focus Lewin’s Change Theory emphasizes change at the organizational level, focusing on group dynamics and team collective behavior. In contrast, the Prosci ADKAR Model focuses on individual change and consists of five sequential elements: Awareness, Desire, Knowledge, Ability and Reinforcement. These elements represent the outcomes that individuals must achieve for change to succeed. By emphasizing individual transitions, our ADKAR Model helps organizations remove obstacles for people, build commitment, support competency, and ensure sustained adoption of new processes or behaviors. Lewin’s Change Theory is a high-level framework that describes change as a three-stage process. It provides a broad roadmap for managing transitions with flexibility in how to approach each stage but without prescribing specific actions or measurable outcomes. This can make it challenging to operationalize in complex or large-scale change efforts. Unlike Lewin’s theory, the ADKAR Model provides detailed, actionable steps and measurable goals for each stage. This is especially important when considering the change process's individual nature. Although Lewin’s model focuses on the three defined states of change, individual people often transition between stages at their own pace, which requires structure and intent to manage. When people are not supported with effective change management, people will experience barriers they can't move past. The result can be a “Swiss cheese” change process in which only some team members make it to the “future state.” To avoid this, our ADKAR Model supports individuals in achieving all the elements they need to be successful from the current state to a future state. Applicability to different types of change Lewin’s model is best suited for linear and relatively straightforward changes. Its simplicity allows organizations to plan and execute changes in a structured manner. However, in today’s fast-paced environments, where changes are often iterative and complex, the model’s linear structure can be a limitation. Organizations undergoing multiple concurrent changes may find it challenging to apply Lewin’s framework effectively. The ADKAR Model, by contrast, is adaptable to both linear and nonlinear changes. Because it focuses on individual transitions, it can be applied to diverse scenarios, including large-scale transformations and continuous improvement initiatives. Additionally, its flexibility allows practitioners to revisit earlier stages, such as returning to Awareness or Desire, if resistance or barriers arise. This makes our ADKAR Model particularly useful in dynamic environments where change is ongoing and multifaceted. Actionable insights and measurement Another key difference is the level of guidance and measurement provided. Lewin’s Change Theory offers limited direction on how to implement each stage of change, leaving much to the practitioner's discretion. Although this flexibility can be seen as an advantage in more straightforward projects, it doesn’t provide enough structure for complex changes. Furthermore, Lewin’s model doesn’t include mechanisms for measuring progress or success at each stage. The Prosci ADKAR Model, on the other hand, provides clear guidance for each outcome, and is built into specific tools such as the ADKAR Blueprint, to plan and measure progress. Its focus on measurable outcomes enables organizations to identify barriers early and adjust their strategies accordingly. By providing a more granular view of the change process, the ADKAR Model enhances accountability and supports continuous improvement. Adoption and industry recognition Both models are well-recognized in change management. However, adoption varies depending on organizational needs. Lewin's Change Theory, one of the earliest models, continues to be used, but usually in combination with more advanced change models. The Prosci ADKAR Model, developed through extensive research and practice, is used by thousands of change practitioners and leaders seeking a detailed, evidence-based approach. Its emphasis on individual change aligns with modern change management practices that focus on the people side of change. Our ADKAR Model’s widespread use and reputation for delivering measurable results make it a preferred choice for many organizations, especially those undertaking complex or large-scale transformations. Complementary use While these models differ in their approach, they’re not mutually exclusive. Organizations can use Lewin’s Change Theory to outline the overall stages of a transformation while applying the ADKAR Model to manage individual transitions within those stages. For instance, during the Unfreeze phase of Lewin’s model, practitioners can leverage ADKAR’s Awareness and Desire elements to build readiness and commitment among employees. Similarly, ADKAR’s Reinforcement stage during the Refreeze phase can help sustain the changes by ensuring continued adherence to new behaviors. How to Address Every Stage of Change While Lewin’s Change Theory provides the basics for transitioning from a current state to a desired future state, many organizations require more detailed guidance—especially during complex changes. This is where the Prosci ADKAR Model, with its practical, evidence-based recommendations, offers value. Our ADKAR Model supports Lewin's stages of change and offers actionable insights to support individuals through each phase. By focusing on individual transitions, the ADKAR Model ensures smooth progress from one stage to the next. While Lewin’s model establishes the foundational framework, the ADKAR Model equips organizations with the tools needed to implement change effectively, with clear, measurable outcomes. The combination of Lewin’s broad perspective with the detailed, people-focused approach of ADKAR allows for comprehensive change management. This blend supports maintaining a structured plan while addressing the nuanced needs of individuals, leading to sustainable and effective transformations.