Top 12 change management models in 2025

Navigating change within an organization is complex, and selecting the right change management model is monumentally important. 

With numerous models available, it’s easy for teams to become misaligned or overlook subtle nuances, leading to ineffective implementation. A recent survey of change identified leadership misalignment as a primary challenge in change initiatives. 

The variety of change management models can also create confusion, especially when leadership and teams aren’t in agreement on objectives and processes. This misalignment can result in inconsistent application, resistance to change, and ultimately, the failure of any initiatives. 

This article explores twelve distinct change management models, highlighting their approaches, strengths, and limitations, and showing how to match the right model to both organizational needs and human dynamics to make change stick.

1. Lewin’s Change Management Model 

First on our list is Lewin’s Change Management Model. We’ve decided to put this first because it’s deceptively simple yet profoundly effective. The model breaks change into three steps, including unfreeze, move, and refreeze. In layperson’s terms, it’s about preparing people for change, guiding them through it, and then embedding new habits. 

Organizations that use Lewin’s approach focus on easing anxiety, creating momentum, and locking in improvements to ensure changes are sustained. Its enduring popularity lies in its clarity and practical, human-centered focus.

Key components

• Unfreeze: Prepare the organization by addressing the need for change and dismantling existing mindsets.
• Change: Implement new processes, behaviors, or ways of thinking.
• Refreeze: Solidify the new state by establishing stability and reinforcing the changes.

This model emphasizes a structured approach to change, ensuring that new behaviors are adopted and sustained over time.

Advantages	Disadvantages
Easy to understand and apply across teams.	Oversimplifies complex organizational changes.
Provides a clear step-by-step structure.	Unfreezing old habits can be challenging.
Helps make changes stick by reinforcing them.	Doesn’t provide detailed implementation guidance.

2. McKinsey 7-S Model 

Next on our list is the famous McKinsey 7-S Model. Chosen for its depth, this change management framework explores seven interconnected elements, including strategy, structure, systems, shared values, skills, style, and staff. 

Unlike simpler models, it treats change as a network, where adjusting one area affects all others. Businesses applying this model dig into organizational culture, capabilities, and processes simultaneously, ensuring alignment. 

Its strength lies in balancing hard and soft factors, helping change management leaders orchestrate complex transformations while keeping teams engaged and organizational change management goals clear.

Key components

• Strategy: The plan devised to maintain and build a competitive advantage.
• Structure: The way the organization is structured and who reports to whom.
• Systems: The daily activities and procedures that staff use to get the job done.
• Shared values: The core values of the company that are evidenced in its corporate culture.
• Skills: The capabilities and competencies that exist within the company.
• Style: The style of leadership adopted.
• Staff: The employees and their general capabilities.

The McKinsey 7-S Model highlights the interconnectedness of these elements, suggesting that a change in one area will affect all others.

Advantages	Disadvantages
Looks at the whole organization, not just one part.	It can feel complex with seven interlinked elements.
Helps align strategy, culture, and processes.	Takes time to analyze all seven areas thoroughly.
Flexible for different organizational challenges.	Doesn’t capture rapid, dynamic changes easily.

3. Nudge Theory 

Next on our list is Nudge Theory. We’ve placed this model here because it approaches change through subtle influence rather than force. Instead of mandates, it shapes environments, cues, and choices to guide behavior naturally. 

Organizations use it to encourage business process adoption, making the preferred action the easiest or most attractive. Its power lies in psychology, including small adjustments in context that can lead to meaningful shifts in behavior. This model suits cultures that value autonomy while still achieving strategic objectives, blending human insight with practical application.

Key components

• Choice architecture: Designing the way choices are presented to influence decision-making.
• Defaults: Setting default options that require minimal effort to accept.
• Feedback: Providing information about past choices to guide future decisions.
• Incentives: Using rewards or penalties to encourage desired behaviors.

Nudge Theory suggests that subtle changes in the environment can significantly impact behavior without restricting choices.

Advantages	Disadvantages
Influences behavior subtly without forcing it.	Works best for small behaviors, not big transformations.
Inexpensive to implement small nudges.	It can feel manipulative if overused.
Respects individual choice while guiding action.	Hard to measure exactly how much effect it has.

4. The ADKAR Change Management Model 

Another standout on our list is the ADKAR Change Management Model. This approach stands out because it focuses squarely on the human side of transformation. ADKAR, which stands for Awareness, Desire, Knowledge, Ability, and Reinforcement, maps the journey each individual takes to adopt change. 

Employees progress​​ through each ADKAR stage, beginning with understanding why change is necessary, building motivation, acquiring critical employee skills, and consistently applying new behaviors.

Focusing on individual digital adoption reduces change resistance, strengthens engagement, and ensures that transformations are sustained. Its strength lies in combining clear structure with a deep appreciation for human dynamics, making change both achievable and sustainable.

Key components

• Awareness: Understanding the need for change.
• Desire: The willingness to support and participate in the change.
• Knowledge: Information on how to change.
• Ability: Skills and behaviors to implement the change.
• Reinforcement: Ensuring the change is sustained.

ADKAR focuses on guiding individuals through the change process, addressing both emotional and practical aspects of the change.

Advantages	Disadvantages
Focuses on each person’s journey through change.	It can require a lot of resources to support individuals.
Clear stages make progress easy to track.	Works differently in different organizational cultures.
Helps managers target support where it’s needed most.	Doesn’t address structural or strategic changes alone.

5. Kübler-Ross Change Curve 

Another key model to explore is the Kübler-Ross Change Curve. This model approaches change through the lens of human emotion, mapping stages like shock, denial, frustration, exploration, and acceptance. Organizations applying it understand that transitions are rarely linear and that employees experience highs and lows. 

Using the curve helps managers anticipate emotional reactions, provide support where needed, and design interventions that respect feelings while maintaining momentum. Its value lies in combining empathy with strategy. It achieves this by recognizing emotional patterns that enable teams to reduce burnout, build digital resilience, and guide people through change more smoothly. This model makes transformations genuinely human-centered and sustainable. 

Key components

• Denial: Refusal to accept the reality of change.
• Anger: Frustration and resistance to the change.
• Bargaining: Attempting to negotiate to avoid the change.
• Depression: Feelings of loss and uncertainty.
• Acceptance: Coming to terms with the change.

This model illustrates the emotional journey individuals experience during times of change.

Advantages	Disadvantages
Helps understand emotional reactions to change.	People don’t always follow the stages in order.
Supports managers in addressing resistance early.	Offers little guidance on how to manage emotions.
Applies across many types of changes.	Emotional reactions differ by culture and context.

6. Bridges’ Transition Model 

A standout approach to consider, and the next model on our list is Bridges’ Transition Model. Unlike models that focus on structural steps, this approach emphasizes the psychological journey individuals undergo during the change process. It highlights three phases, including endings, the neutral zone, and beginnings. 

Understanding these stages helps organizations support employees as they let go of old routines, navigate uncertainty, and embrace new ways of working. Acknowledging the emotional and mental adjustments required, teams can reduce resistance, maintain focus, and build engagement. The model’s strength lies in blending practical guidance with empathy, ensuring that transitional changes are internalized and creating lasting, human-centered change.

Key components

• Ending, losing, and letting go: Recognizing and dealing with the losses associated with change.
• The neutral zone: The in-between time when the old is gone but the new isn’t fully operational.
• The new beginning: Developing a new identity and energy.

Bridges’ model emphasizes the psychological transition individuals undergo during change.

Advantages	Disadvantages
Focuses on the mental and emotional side of change.	Lacks concrete steps for implementing change.
Clear phases make it easier to guide employees.	Three phases may oversimplify complex experiences.
Encourages empathy from leaders during transitions.	Requires skilled leadership to apply effectively.

7. Satir Change Model 

As we reach the midpoint of our list, the Satir Change Model offers a fresh perspective. Unlike step-focused frameworks, it examines how individuals react to digital innovation and disruption, moving from status quo through resistance, chaos, integration, and new stability. 

Its real value comes from showing how disruption affects behavior and relationships, not just processes. The model maps predictable reactions to change, allowing teams to anticipate stress points and design interventions that ease transitions. 

Applying Satir helps organizations create environments where feedback is welcomed, learning occurs continuously, and workplace transformations happen naturally and confidently.

Key components

• Late status quo: The existing state before change.
• Resistance: Pushback against the change.
• Chaos: Disorder and confusion during the change process.
• Integration: Making sense of the change and finding ways to make it work.
• New status quo: Establishing a new normal.

Satir’s model focuses on the emotional and relational dynamics during change.

Advantages	Disadvantages
Shows how change affects emotions and behavior.	Emotional responses are unpredictable.
Highlights the impact on relationships within teams.	Takes extra time to manage feelings and dynamics.
Helps build resilience during chaotic change.	Needs resources to support people fully.

8. Kotter’s 8-Step Model 

A widely recognized approach is Kotter’s 8-Step Model, celebrated for its clear sequence and focus on creating momentum. It forms by creating urgency, forming coalitions, and building a clear vision, then moves through communication, empowerment, short-term wins, consolidation, and anchoring new approaches. 

Rather than concentrating on feelings, Kotter prioritizes timing and progression, ensuring each stage reinforces the previous one to maintain forward movement and avoid regression. Applying Kotter’s method helps teams translate ambitious plans into concrete actions. It also highlights where leadership skill development, team accountability, and visible results intersect. This then helps create a clear path from concept to reality. Kotter’s approach keeps initiatives on track, reinforces commitment at every stage, and transforms strategic objectives into tangible and sustainable outcomes.

Key components

• Create urgency: Highlight the need for change.
• Form a powerful coalition: Assemble a group to lead the change.
• Create a vision for change: Develop a clear vision to guide the change.
• Communicate the vision: Share the vision with all stakeholders.
• Empower action: Remove obstacles and enable others to act.
• Create quick wins: Achieve visible improvements early.
• Build on the change: Use early successes to drive further change.
• Anchor the changes in corporate culture: Make the changes stick.

Kotter’s model provides a step-by-step approach to implementing successful change.

Advantages	Disadvantages
Provides a clear sequence to follow for change.	Can feel rigid in unpredictable situations.
Focuses on visible results to keep momentum.	Needs strong leadership to execute all steps well.
Connects leadership, teams, and actions effectively.	Progress depends on completing each step correctly.

9. Maurer’s 3 Levels of Resistance and Change Model 

Maurer’s 3 Levels of Resistance and Change Model looks at how people respond to change across three layers, including surface, hidden, and deep resistance. Surface resistance is evident in visible pushback, such as missed deadlines or complaints. Hidden resistance lies beneath, often in unspoken doubts or lack of engagement. Deep resistance stems from core beliefs or fear of loss. 

Understanding these levels helps organizations address concerns thoughtfully, tailoring communication and support to each layer. For example, a new software rollout might meet surface resistance in user errors, hidden resistance in passive avoidance, and deep resistance in fear of job redundancy. Recognizing and navigating these layers allows teams to reduce digital friction, build trust, and implement change in a way that respects people’s perspectives while still maintaining organizational effectiveness.

Key components

• Surface resistance: Visible behaviors such as complaints or missed deadlines.
• Hidden resistance: Unspoken doubts or passive resistance.
• Deep resistance: Core beliefs or fears that oppose the change.

Maurer’s model helps identify and address different levels of resistance to change.

Advantages	Disadvantages
Identifies hidden and deep sources of resistance.	It may take extra time to uncover hidden resistance.
Allows tailored communication for each resistance type.	Deep resistance can be difficult to overcome.
Builds trust by addressing concerns thoughtfully.	Not a step-by-step guide for implementing change.

10. Deming Cycle (PDCA) 

A classic framework to examine is the Deming Cycle, also known as the PDCA (Plan, Do, Check, Act) cycle. Unlike models centered on people or resistance, this one emphasizes continuous improvement through iterative cycles of incremental change. Organizations typically begin by planning a change, implementing it on a small scale, reviewing the results, and making adjustments before rolling it out more broadly. 

What makes PDCA powerful is its focus on creating small, manageable experiments that reveal practical improvements, encouraging teams to adapt quickly and embed smarter ways of working into everyday operations. 

For instance, a tech company testing a new feature can apply the PDCA method to minimize errors, optimize performance, and ensure that changes scale effectively. This method instills a mindset of ongoing refinement, embedding improvement into daily operations rather than treating change as a one-off event.

Key components

• Plan: Identify an opportunity and plan for change.
• Do: Implement the change on a small scale.
• Check: Use data to analyze results.
• Act: If the change is successful, implement it on a larger scale.

The PDCA cycle emphasizes continuous improvement through iterative testing and evaluation.

Advantages	Disadvantages
Encourages small experiments to learn quickly.	Progress can be slow if repeated cycles take time.
Helps continuously improve processes.	Focuses on processes more than people.
Reduces risk by testing before full implementation.	Requires accurate data to make informed adjustments.

11. The Burke-Litwin Change Model 

The Burke-Litwin Change Model examines how change flows through an organization by connecting external factors, leadership, strategy, culture, systems, and individual performance. It highlights that transformations are not isolated events, but rather shifts in one area ripple across others. 

Companies using this model analyze these links to identify leverage points, align behaviors with objectives, and anticipate unintended consequences. For example, adjusting a company’s strategic direction may require simultaneous updates to policies, communication channels, and team training. 

This systems-oriented perspective ensures changes are coordinated, reducing disruption while reinforcing organizational coherence, and helping leaders understand both the technical and human dimensions that drive successful transformation.

Key components

• External environment: Factors outside the organization that influence change.
• Mission and strategy: The organization’s purpose and plan.
• Leadership: The direction and guidance provided by leaders.
• Culture: The shared values and beliefs within the organization.
• Structure: The organization’s hierarchy and roles.
• Systems: The processes and procedures in place.
• Work unit climate: The environment within individual teams.
• Task and individual skills: The work performed and the skills of individuals.
• Individual needs and values: The personal needs and values of employees.
• Motivation: The drive to perform.
• Individual and organizational performance: The outcomes of the change.

Burke-Litwin’s model examines the complex relationships between different organizational elements during change.

Advantages	Disadvantages
Shows how different parts of an organization are linked.	It can be complex to map all organizational elements.
Helps identify where change will have the most impact.	Needs strong leadership to coordinate multiple areas.
Balances technical and human factors in transformation.	Analysis can be time-consuming before action.

12. The Agile Change Management Model 

Closing our list is the Agile Change Management Model, a framework built for speed, adaptability, and real-world unpredictability. Instead of following rigid stages, it encourages rapid experiments, immediate feedback, and continuous recalibration. Teams remain connected, making micro-adjustments that prevent bottlenecks and keep projects aligned with shifting priorities. 

Its brilliance lies in embracing uncertainty with setbacks becoming learning opportunities, ideas evolving organically, and progress compounding over time. Organizations using this model see change as a living, evolving process, where collaboration, transparency, and iterative action drive outcomes with far greater resilience than traditional, linear methods.

Key components

• Iterative process: Implementing change in small, manageable steps.
• Collaboration: Encouraging teamwork and communication.
• Flexibility: Adapting to changes and feedback.
• Customer focus: Prioritizing the needs and feedback of stakeholders.
• Continuous improvement: Regularly assessing and refining processes.

The Agile model emphasizes adaptability and responsiveness in the change process.

Advantages	Disadvantages
Allows fast adjustments as situations change.	Can feel chaotic without clear priorities.
Encourages teamwork and collaboration constantly.	Requires disciplined teams to maintain focus.
Treats mistakes as learning opportunities.	It may not work for very rigid organizational structures.

How to choose the best change management model for your enterprise needs 

Selecting the right change management model begins with understanding your organization’s unique rhythm, culture, and challenges. Assess the type of organizational change, whether it be structural, technological, or personnel-driven, and the pace required. Then, evaluate team adaptability, leadership alignment, and the emotional landscape of employees.

Align these insights with models that strike a balance between practical steps and human responses, considering flexibility, emotional support, and systemic cohesion. Pilot the approach on smaller initiatives to uncover friction points and refine the methodology before a full rollout. Continuous reflection and feedback loops ensure the model stays relevant as the organization evolves.

Thoughtful selection transforms change into a competitive advantage, helping teams embrace new behaviors and maintain momentum. The right model embeds digital transformation into the organization’s DNA, creating lasting impact and ensuring initiatives genuinely stick.