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There are countless models of change—much like recipes in a cookbook. While the models discussed here are popular and widely recognized, it’s important to remember, as George Box famously said, “All models are wrong, but some are useful.” The choice of model depends on factors like organizational culture, circumstances, team dynamics, and the messages you want to convey. These are not the only models out there—I could name at least 10 but their popularity makes them worth exploring.
However, the real focus isn’t about rigidly following a step-by-step framework. It’s about understanding the *why* and the *how* behind the change. As the song goes, “It ain’t what you do; it’s the way that you do it.” The approach, tone, and messenger matter as much as the message itself. Consider the emotional weight of news: if a police officer delivers it, the feeling is vastly different than if your best friend does.
Effective change management isn’t just about applying a model—it’s about context, empathy, and communication. The why, the how, and the who all shape the journey as much as the what.
Integrating ADKAR, Kubler-Ross, and Bridges Models to Address the Psychological and Emotional Dynamics of Change
The human side of change is often the most challenging yet crucial aspect of any transformation. To navigate this effectively, three complementary models provide valuable insights: the ADKAR Model, Kubler-Ross Change Curve, and Bridges Transition Model. Together, they highlight the psychological, emotional, and practical dynamics of change and how they intersect.
The ADKAR Model
ADKAR—Awareness, Desire, Knowledge, Ability, Reinforcement—focuses on individual change by identifying the building blocks needed for successful transformation. It emphasizes that for people to embrace change, they must:
1. Understand why it’s happening (Awareness).
2. Feel motivated to participate (Desire).
3. Learn how to engage with the new way (Knowledge).
4. Apply skills and behaviors to adopt it (Ability).
5. See the change sustained through ongoing reinforcement (Reinforcement).
This model underscores that change isn’t just an organizational directive; it’s about equipping and motivating individuals to adapt.
Kubler-Ross Change Curve
Originally developed to describe the stages of grief, the Kubler-Ross Change Curve maps the emotional journey people experience during change:
1. Denial: Resistance to accept the change or its need.
2. Anger: Frustration at the disruption.
3. Bargaining: Attempts to negotiate or return to the old way.
4. Depression: Feeling overwhelmed by uncertainty.
5. Acceptance: Acknowledging the new reality and starting to adapt.
This curve highlights the emotional turbulence people often go through, reminding leaders to empathize with and support individuals as they process change.
Bridges Transition Model
While the Kubler-Ross curve focuses on emotions, Bridges’ model examines the psychological transition underlying those emotions. It describes three phases:
1. Ending: Letting go of the old ways.
2. Neutral Zone: A period of uncertainty and adjustment, where confusion and creativity coexist.
3. New Beginning: Adoption of the new way, characterized by commitment and energy.
Crucially, Bridges argues that transitions start with endings, not beginnings. People won’t embrace the new until they’ve let go of the old, which often requires a compelling reason—a “burning platform” or an inspiring vision.
Drawing It Together
Together, these models form a comprehensive understanding of the human factors of change:
The ADKAR Model provides the practical steps to enable change.
The Kubler-Ross Curve explains the emotional journey.
The Bridges Model reveals the psychological process of transitioning from old to new.
To succeed, leaders must address all these dimensions: clearly communicate the “why” (Awareness), offer support through emotional lows (Kubler-Ross), and guide people through the uncertainty of transition (Bridges) with clear actions and reinforcement (ADKAR). Change isn’t just about systems and processes; it’s about people—and understanding these human factors is the key to lasting transformation.
