Change Management Models: Lewin, Kotter, ADKAR, 7-S and Bridges Explained

Change management models help explain why so many change initiatives — restructurings, system implementations, mergers, new ways of working — fail to deliver their expected benefits. Usually, the plan was technically sound but people did not understand, accept or adopt it. This guide explains the most widely used change models, how they differ, when to use each, and how HR can apply them to real organisational change, with a practical checklist.

What is change management?

Change management is the structured approach to preparing, supporting and helping individuals, teams and organisations move from a current state to a desired future state. It addresses the human side of change — awareness, motivation, skills, behaviours and culture — alongside the technical changes in structures, processes or systems.

Our article on managing organisational change sets out the broader principles. This guide focuses on the models that help structure the work. Models are not recipes; they are lenses that help leaders ask the right questions at each stage.

What is Lewin’s change model?

Kurt Lewin’s model describes change in three stages: unfreeze (create readiness by challenging the status quo), change (introduce new ways of working) and refreeze (embed the new state so it becomes stable). It is simple and memorable, and highlights that change requires both letting go of the old and consolidating the new.

Critics note that modern organisations rarely “refreeze” because change is continuous. Still, the core insight remains useful: people need a reason to move, support during the transition and reinforcement afterwards, otherwise behaviour drifts back to old habits.

What are Kotter’s eight steps?

John Kotter’s model sets out eight steps for leading organisational change: create a sense of urgency, build a guiding coalition, form a strategic vision, enlist a volunteer army, enable action by removing barriers, generate short-term wins, sustain acceleration and institute change in the culture. It is particularly useful for large, leader-driven transformations.

Kotter’s emphasis on urgency, coalitions and early wins helps leaders build momentum and overcome inertia. Its limitations are that it is relatively top-down and less detailed about how individuals move through change. HR can strengthen it by planning communication, training and people-related barriers for each step.

What is the ADKAR model?

ADKAR, developed by Prosci, focuses on individual change. People need Awareness of the need for change, Desire to participate, Knowledge of how to change, Ability to implement new skills and behaviours, and Reinforcement to sustain them. Change stalls at the first element that is missing.

ADKAR is particularly useful for diagnosing why adoption is slow. If people know how to use a new system but are not using it, the gap may be desire or reinforcement rather than knowledge — so more training will not help. Pairing ADKAR with an organisational model gives a fuller picture.

What is the McKinsey 7-S framework?

The McKinsey 7-S framework examines seven interconnected elements: strategy, structure, systems (the “hard” elements) and shared values, style, staff and skills (the “soft” elements). Successful change requires alignment across all seven; changing one element without adjusting the others creates friction.

7-S is a diagnostic tool rather than a step-by-step process. It is especially useful for organisation design and restructuring, where a new structure — covered in our guides to team structures and centralisation vs decentralisation — must be supported by matching systems, skills, leadership style and values.

What is Bridges’ transition model?

William Bridges distinguishes between change (the external event) and transition (the internal psychological process people go through). Transition has three phases: endings, when people let go of the old; the neutral zone, a period of uncertainty and adjustment; and new beginnings, when people embrace the new reality.

The model reminds leaders that people need time and support to process loss — of familiar roles, colleagues, routines or status — before they can commit to something new. It is valuable for restructurings, mergers and redundancies, where emotional impact is high. Acknowledging what is ending, providing stability during the neutral zone and celebrating new beginnings all help.

How do you choose and combine change models?

Choose based on the type of change and what you need help with. Use Kotter or a similar roadmap for large organisational transformations, ADKAR to manage individual adoption, 7-S to check alignment in structural change and Bridges to support people through emotionally significant transitions. Many organisations combine two or three.

What role does HR play in change management?

HR assesses people impact, advises leaders on design and sequencing, plans communication and engagement, designs training, adjusts roles, structures and policies, manages consultation and legal requirements, supports managers and employees through transition and measures adoption and engagement.

Managers are the most important channel: employees typically want to hear about change from their direct manager. Equip managers with clear messages, answers to likely questions and guidance on supporting their teams — skills built through manager training. Track engagement and turnover during change using the tools in our Engagement & Retention guide, and watch for burnout when change adds to workloads.

How do you handle resistance to change?

Treat resistance as information rather than opposition. People resist change for understandable reasons: fear of losing status or security, lack of understanding, doubts about the rationale, past experience of failed initiatives or genuine concerns about the plan. Listening to resistance often reveals real problems that can be fixed.

Practical responses include explaining the reasons for change clearly and repeatedly, involving people in designing how the change will work, addressing concerns individually through managers, providing training and support, acknowledging losses honestly and showing early results. Where resistance comes from legitimate concerns about workload or feasibility, adjust the plan. Persistent, active opposition by leaders who should be sponsoring the change needs to be addressed directly by senior leadership.

How do you communicate organisational change?

Communicate early, honestly and repeatedly, through multiple channels, with consistent messages. Explain why the change is happening, what will change and what will not, how it affects different groups, the timeline, and where people can ask questions. Leaders should announce major changes; managers should translate them for their teams.

A simple communication plan maps audiences, messages, channels, timing and messengers. Plan for two-way communication — question sessions, feedback surveys, manager conversations — not just announcements. Repeat key messages more often than seems necessary; people absorb change messages gradually, especially when anxious. Update communications as the change progresses, sharing progress and adjustments.

How do you measure whether change has stuck?

Measure adoption and outcomes: usage of new systems or processes, behaviour change observed by managers, business results the change was intended to improve, employee understanding and sentiment in pulse surveys, and turnover or absence during and after the change. Compare with the baseline and with targets.

Many changes appear successful at launch and then fade. Continue measuring for several months, reinforce new behaviours through recognition and performance goals, and remove old processes or systems so people cannot drift back. Our Performance & People Analytics guide explains how to set up these measures.

How do you support managers through change?

Managers are often expected to lead their teams through change while dealing with its effects on themselves. Brief them before their teams, give them clear messages and answers to likely questions, explain what they can and cannot decide, and offer forums where they can raise concerns and share experience with peers.

Provide practical tools: talking points, FAQs, guidance on handling emotional reactions, and a direct line to HR for difficult situations. Recognise the extra load change places on managers and adjust expectations where possible. Managers who feel supported are far more likely to support their teams well, which is the single biggest factor in successful adoption.

Check in with managers regularly during the change, not only at launch. Short pulse questions — how confident are you explaining the change, what questions are you hearing, what support do you need — help HR adjust communication and support while it still matters.

Recognise managers who lead change well, so the behaviour is reinforced across the organisation.

How is change management different for small organisations?

Small organisations can move faster, but change still affects people deeply because roles are broad and relationships close. The founder or leader usually communicates directly, so consistency and honesty matter even more. Use simple versions of the models: explain why, involve the team in planning, train people properly and check how the change is landing in regular conversations.

Small organisations also have less slack: a change that adds workload can quickly overload a few key people. Phase changes carefully and watch for signs of strain.

Small wins and visible appreciation help the team keep going.

Above all, keep explaining why the change matters and how people’s contributions make it succeed, because understanding the purpose sustains effort long after the launch.

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