No Surprises: A Look at the ADKAR Framework for Successful Change

“Create no surprises.” This sticky note reminder now hangs from my desk monitor. I added it recently after realizing I was about to share information in a group setting that would have been news to my direct supervisor. Instead of catching him off guard, I needed to create a moment to build his awareness. 

In an institution as large and complex as NC State, it’s easy sometimes to gloss over the work required to purposefully build awareness with key audiences. We may assume that the foundation of trust is so strong that these audiences will simply accept whatever we say. Or we may rationalize that people are really busy and don’t have the time or need for a lot of background context. In reality, when we gloss over the act of building awareness, trust can begin to erode. Goodwill can be lost. Progress can halt.

Earlier this year, the Strategy and Implementation Team asked each implementation plan contact to consider how many faculty, staff and/or students would need to adopt new behaviors, and how often, when their initiative end goal is realized. In short, who needs to change? With that information in hand, our implementation plan contacts could build thoughtful, intentional plans to help people adapt — beginning with growing awareness.

ADKAR is a commonly used acronym to describe the steps individuals go through when changing (Prosci, 2025). It begins with awareness.

• Awareness – Do you understand the business decisions for making this change?
• Desire – Do you want this change to happen, or would you prefer to keep things the way they are? What would cause you to want this change to happen?
• Knowledge – Do you know how to change and the required skills to support the change?
• Ability – Are you capable of performing these new skills?
• Reinforcement – Are you receiving the necessary support and reinforcement to sustain this change? 

In our consultations and work with initiative contacts, we often focus on change and strategies to prepare people to adopt new behaviors. We imagine and recommend actions that address each aspect of the ADKAR acronym. 

Are you leading an effort where success depends on people adopting new behaviors?  Use ADKAR to reflect on the steps you’ve taken — or need to take — to prepare others, starting with awareness. Are you creating no surprises? 

Questions about how to create awareness or manage change? Contact Genevieve Rockett, Implementation Specialist and Prosci certified Change Practitioner, Institutional Effectiveness, at gcrocket@ncsu.edu. 

References

Prosci Inc. (n.d.) The Prosci ADKAR model. Retrieved September 4, 2025 from https://www.prosci.com/methodology/adkar