What is Change Management?

Change Management Challenges

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“The only constant in life is change” is an old quote from the Greek philosopher Heraclitus, and it remains true today. In the pre-COVID-19 world, ATD Research found that 92 percent of organizations had experienced change, but that figure must be closer to 100 percent now.

“The only constant in life is change” is an old quote from the Greek philosopher Heraclitus, and it remains true today. In the pre-COVID-19 world, ATD Research found that 92 percent of organizations had experienced change, but that figure must be closer to 100 percent now.

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During organizational change, several challenges will inevitably arise in every phase of a change management project: planning, strategizing, implementation, and measurement.

During organizational change, several challenges will inevitably arise in every phase of a change management project: planning, strategizing, implementation, and measurement.

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Some of the most common challenges include:

Some of the most common challenges include:

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  Duration. An effective change project from start to finish will take much longer than leaders or stakeholders expect.

  Duration. An effective change project from start to finish will take much longer than leaders or stakeholders expect.

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  Communication. A strong communication plan is needed to allow for everyone involved to feel they matter and are valued by leadership.

  Communication. A strong communication plan is needed to allow for everyone involved to feel they matter and are valued by leadership.

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  Commitment and support. Often, it is hard to gain buy-in from leadership and employees.

  Commitment and support. Often, it is hard to gain buy-in from leadership and employees.

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  Resistance to change . Change is hard, and during an organizational change initiative, there can be significant resistance from all sides who feel the change is unnecessary or does not reflect what they want to see happen.

  Resistance to change. Change is hard, and during an organizational change initiative, there can be significant resistance from all sides who feel the change is unnecessary or does not reflect what they want to see happen.

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  Change fatigue. If many organizational changes happen at once or consecutively, employees can begin to feel overburdened, confused, stressed, and burned out.

  Change fatigue. If many organizational changes happen at once or consecutively, employees can begin to feel overburdened, confused, stressed, and burned out.

What Is Change Management?

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Change management, which falls under the category of project management, can enable change within an organization by using structured approaches to shift individuals, teams , and organizations from a current state to a future state. Once initiated, change follows its own nonlinear path in response to uncertainties, reactions, and guidance from those involved. There are change management processes, tools, resources, skills, and principles for managing the people side of change . Change management is one of the 23 capabilities in ATD’s Talent Development Capability Model™ and resides in the Impacting Organizational Capability domain.

Change management, which falls under the category of project management, can enable change within an organization by using structured approaches to shift individuals, teams, and organizations from a current state to a future state. Once initiated, change follows its own nonlinear path in response to uncertainties, reactions, and guidance from those involved. There are change management processes, tools, resources, skills, and principles for managing the people side of change. Change management is one of the 23 capabilities in ATD’s Talent Development Capability Model™ and resides in the Impacting Organizational Capability domain.

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Managing change and implementing change are two different concepts. Implementing change refers to the initial switch to a new system or process while managing change refers to how the change leadership team successfully oversees that switch.

Managing change and implementing change are two different concepts. Implementing change refers to the initial switch to a new system or process while managing change refers to how the change leadership team successfully oversees that switch.

What Are the Change Management Models and Principles?

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Several change management models are available to help strategize and overcome these challenges. Even though different models look at facilitating the change management plan or project differently, at the heart of every change management strategy are the people. Remember, as an internal change manager or change management consultant, you must always consider the human side of change first for the change to be effective and long-lasting. Successful change management comes from the leading team's dedication to accurately assessing challenges and exploring all possible solutions.

Several change management models are available to help strategize and overcome these challenges. Even though different models look at facilitating the change management plan or project differently, at the heart of every change management strategy are the people. Remember, as an internal change manager or change management consultant, you must always consider the human side of change first for the change to be effective and long-lasting. Successful change management comes from the leading team's dedication to accurately assessing challenges and exploring all possible solutions.

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The five most popular change models are:

The five most popular change models are:

Kotter model

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Developed by John P. Kotter at the Harvard Business School, the Kotter change management model is broken up into an eight-step process for change leaders:

Developed by John P. Kotter at the Harvard Business School, the Kotter change management model is broken up into an eight-step process for change leaders:

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   Create a sense of urgency.

   Create a sense of urgency.

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   Build a guiding coalition.

   Build a guiding coalition.

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   Form a strategic vision and initiatives.

   Form a strategic vision and initiatives.

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   Enlist a volunteer army.

   Enlist a volunteer army.

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   Enable action by removing barriers.

   Enable action by removing barriers.

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   Generate short-term wins.

   Generate short-term wins.

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   Sustain acceleration.

   Sustain acceleration.

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   Institute change.

   Institute change.

The Prosci ADKAR Model

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The ADKAR model is one of the two foundational models of the Prosci methodology. ADKAR is an acronym for the five outcomes an individual needs to achieve successful change: awareness , desire , knowledge , ability, and reinforcement . This model is based on the understanding that organizational change can only happen when individuals change.

The ADKAR model is one of the two foundational models of the Prosci methodology. ADKAR is an acronym for the five outcomes an individual needs to achieve successful change: awareness, desire, knowledge, ability, and reinforcement. This model is based on the understanding that organizational change can only happen when individuals change.

Kubler-Ross Change Curve

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Also called the DABDA model, it is based on the book On Death and Dying and lists the stages of grief a person goes through when dealing with a death or significant change. This model follows a nonlinear path called the change management curve:

Also called the DABDA model, it is based on the book On Death and Dying and lists the stages of grief a person goes through when dealing with a death or significant change. This model follows a nonlinear path called the change management curve:

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  Denial (shock/status quo)

  Denial (shock/status quo)

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  Anger (disruption/fear/frustration)

  Anger (disruption/fear/frustration)

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  Bargaining (exploration of alternatives)

  Bargaining (exploration of alternatives)

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  Depression (demotivation/uncertainty or experimentation)

  Depression (demotivation/uncertainty or experimentation)

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  Acceptance (rebuilding/decision)

  Acceptance (rebuilding/decision)

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Some also add a shock element at the beginning and implementation or integration step after acceptance to help facilitate this model.

Some also add a shock element at the beginning and implementation or integration step after acceptance to help facilitate this model.

Lewin’s Model

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Broken into three components, Lewin’s model teaches you to unfreeze the situation, institute the change, and refreeze. Change agents need to determine the need for change, understand why it is necessary, speak with stakeholders about it, and implement it. After the first portion is complete, empowering and instituting the change is necessary while continuing to communicate with all stakeholders and leaders involved. The final stage of refreezing keeps the fresh change from unraveling through culture initiatives, training, and further communication.

Broken into three components, Lewin’s model teaches you to unfreeze the situation, institute the change, and refreeze. Change agents need to determine the need for change, understand why it is necessary, speak with stakeholders about it, and implement it. After the first portion is complete, empowering and instituting the change is necessary while continuing to communicate with all stakeholders and leaders involved. The final stage of refreezing keeps the fresh change from unraveling through culture initiatives, training, and further communication.

Bridges Transition Model

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Developed by William Bridges about 30 years ago, this change management model includes three stages: Ending What Currently Is, The Neutral Zone, and The New Beginning. Bridges defines change as external to one’s being and transition as the inner psychological process employees go through during organizational change. The Bridges transition model includes six steps: communication, information dissemination, auditing the organization’s transition readiness, education and enabling leaders to manage the transition, monitoring, and empowering individuals in the organization to take ownership of the change.

Developed by William Bridges about 30 years ago, this change management model includes three stages: Ending What Currently Is, The Neutral Zone, and The New Beginning. Bridges defines change as external to one’s being and transition as the inner psychological process employees go through during organizational change. The Bridges transition model includes six steps: communication, information dissemination, auditing the organization’s transition readiness, education and enabling leaders to manage the transition, monitoring, and empowering individuals in the organization to take ownership of the change.

What Is Talent Development’s Role in the Change Management Process?

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A TD professional understands the change management models and strategies as well as how to implement them. TD professionals are also adept at understanding how change affects the organization and the employees, with a keen eye for assessing risk, resistance, and consequences to define the right change management approach. They help facilitate the change directly, whether they are internal players or external consultants.

A TD professional understands the change management models and strategies as well as how to implement them. TD professionals are also adept at understanding how change affects the organization and the employees, with a keen eye for assessing risk, resistance, and consequences to define the right change management approach. They help facilitate the change directly, whether they are internal players or external consultants.

5 Essentials for Better Change Management

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This section was adapted from Holly Burkett’s blog— read the full article here . Holly’s advice is aimed at helping talent development create a change management plan, implement a change management strategy, and lead your organization through successful change.

This section was adapted from Holly Burkett’s blog—read the full article here. Holly’s advice is aimed at helping talent development create a change management plan, implement a change management strategy, and lead your organization through successful change.

1. Combat change fatigue.

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Change fatigue leads to “brain fog” and mental distance from one’s job, which makes it harder for employees to commit to change or be hopeful about a new vision. To address change fatigue:

Change fatigue leads to “brain fog” and mental distance from one’s job, which makes it harder for employees to commit to change or be hopeful about a new vision. To address change fatigue:

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  Monitor fatigue as a readiness issue.

  Monitor fatigue as a readiness issue.

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  Adapt the cadence of change integration.

  Adapt the cadence of change integration.

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  Prioritize the well-being of employees.

  Prioritize the well-being of employees.

2. Reimagine change resistance.

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Help managers view resistance as a reflection of change fatigue and encourage them to consider capacity issues when leading change. Teach them to:

Help managers view resistance as a reflection of change fatigue and encourage them to consider capacity issues when leading change. Teach them to:

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  Monitor workloads and encourage deadline flexibility.

  Monitor workloads and encourage deadline flexibility.

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  Encourage a culture of rest and recovery to reach peak performance and not one of a “hustle and grind” mentality.

  Encourage a culture of rest and recovery to reach peak performance and not one of a “hustle and grind” mentality.

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  Show appreciation and gratitude toward the workforce.

  Show appreciation and gratitude toward the workforce.

3. Build change capability from the ground up.

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Employees across all levels need support in driving and adapting to constant change and disruption. Growing capability from the ground up means that:

Employees across all levels need support in driving and adapting to constant change and disruption. Growing capability from the ground up means that:

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  Change is part of everyone’s job, and employees across all levels should know their role and responsibility as change leaders.

  Change is part of everyone’s job, and employees across all levels should know their role and responsibility as change leaders.

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  Make relevant tools and resources widely available.

  Make relevant tools and resources widely available.

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  Create a change process that is systemic, disciplined, and well-integrated with existing infrastructures, operations, values, and standards.

  Create a change process that is systemic, disciplined, and well-integrated with existing infrastructures, operations, values, and standards.

4. Focus on the change experience.

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Design change for the employee experience you want to create. To improve the change experience:

Design change for the employee experience you want to create. To improve the change experience:

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  Leverage change teams that can help knowledge-sharing across boundaries and increase the likelihood of change success.

  Leverage change teams that can help knowledge-sharing across boundaries and increase the likelihood of change success.

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  Create opportunities for employees to express what they think, feel, and experience during change.

  Create opportunities for employees to express what they think, feel, and experience during change.

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  Enhance management support by ensuring managers have a safe place to gain support and share their unique challenges.

  Enhance management support by ensuring managers have a safe place to gain support and share their unique challenges.

5. Measure results and collect continuous feedback.

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An effective change management strategy includes continuous feedback. For best results:

An effective change management strategy includes continuous feedback. For best results:

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  Track progress across three levels: organizational performance, individual performance, and change management strategy performance.

  Track progress across three levels: organizational performance, individual performance, and change management strategy performance.

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  Frame measurement as a continuous improvement tool.

  Frame measurement as a continuous improvement tool.

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  Identify and remove on-the-job barriers to successful change management outcomes.

  Identify and remove on-the-job barriers to successful change management outcomes.

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  Share ownership of results, give credit where it’s due, and avoid shame and blame.

  Share ownership of results, give credit where it’s due, and avoid shame and blame.

How ATD Can Help You Manage Change

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ATD’s mission is to empower professionals to develop talent in the workplace during times of stability and change. Learn how to successfully achieve organizational change management with the ATD Change Management Certificate program and many publications, webinars, and other resources ATD has to offer.

ATD’s mission is to empower professionals to develop talent in the workplace during times of stability and change. Learn how to successfully achieve organizational change management with the ATD Change Management Certificate program and many publications, webinars, and other resources ATD has to offer.

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For access to even more resources, including practical tools and templates, research, and insights, you’re invited to become an ATD member. Learn more .

For access to even more resources, including practical tools and templates, research, and insights, you’re invited to become an ATD member. Learn more.

For more information on change management, visit the following:

Change Management: TD’s Role in Driving Organizational Transformation, ATD Research

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A repeated statistic asserts that around 70 percent of change initiatives fail. Beyond the financial and time costs of poorly executed change initiatives, this failure can have a significant negative impact on employees. But as the rapid pace of change in organizations continues, employees are constantly having to adapt to new realities and circumstances. To mitigate these negative effects, organizations need to prioritize employees when developing their change initiatives. Training in change management aims to prepare people and organizations to adapt to the new normal. The talent development function should play a crucial role in the process by ensuring that employees have the skills they need to thrive. Change Management: TD’s Role in Driving Organizational Transformation draws on a sample of 311 talent development professionals across a variety of industries to deliver benchmarking data and highlight best practices.

A repeated statistic asserts that around 70 percent of change initiatives fail. Beyond the financial and time costs of poorly executed change initiatives, this failure can have a significant negative impact on employees. But as the rapid pace of change in organizations continues, employees are constantly having to adapt to new realities and circumstances. To mitigate these negative effects, organizations need to prioritize employees when developing their change initiatives. Training in change management aims to prepare people and organizations to adapt to the new normal. The talent development function should play a crucial role in the process by ensuring that employees have the skills they need to thrive. Change Management: TD’s Role in Driving Organizational Transformation draws on a sample of 311 talent development professionals across a variety of industries to deliver benchmarking data and highlight best practices.

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Register for the Change Management Webinar

Register for the Change Management Webinar

Change Management Plan Template

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To assist with starting the Change Management Plan section of a Project Management Plan, this template provides a sample introduction and sample processes, along with space for you to add your own organization’s process. This tool was adapted from ATD's Project Management Certificate Program. Find out more about the course here.

To assist with starting the Change Management Plan section of a Project Management Plan, this template provides a sample introduction and sample processes, along with space for you to add your own organization’s process. This tool was adapted from ATD's Project Management Certificate Program. Find out more about the course here.

“A Laddered Approach to Measuring Change,” TD magazine, September 2025 issue

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This edition of TD magazine features theme articles focused on change management. Other articles explore leadership, facilitation, personal branding, and much more. You can read the feature article on change management evaluation here , listen to the audio version of the article here , or explore the full magazine issue here .

This edition of TD magazine features theme articles focused on change management. Other articles explore leadership, facilitation, personal branding, and much more. You can read the feature article on change management evaluation here, listen to the audio version of the article here, or explore the full magazine issue here.