# Stages of Change (Prochaska) The Transtheoretical Model (TTM), developed by James Prochaska and Carlo DiClemente in the early 1980s, maps behaviour change as a process with distinct stages rather than a binary (changed / not changed). Originally developed through research on smoking cessation, it has proven generalisable to a wide range of individual and organisational change contexts. The core insight: where someone is in the change process determines what kind of support is useful. Offering action-stage interventions to someone in precontemplation doesn't help — it produces defensiveness or compliance theatre. Meeting people at their actual stage is what creates movement. ## The six stages **1. Precontemplation** — "I don't have a problem." The person is not considering change; they may not perceive a problem, may have been told there is one but don't agree, or may have tried to change before and given up. Interventions: raise awareness non-judgementally, explore the person's own perception of the situation, avoid confrontation. **2. Contemplation** — "Maybe I should change." The person acknowledges a problem and is thinking about changing, but hasn't committed. They may be weighing the pros and cons, or waiting for circumstances to be right. Characteristic: ambivalence — they can simultaneously articulate reasons to change and reasons not to. Interventions: explore ambivalence (motivational interviewing techniques), highlight discrepancy between current behaviour and stated values, avoid pushing for action before the person is ready. **3. Preparation** — "I'm planning to change." The person is committed and making concrete plans — researching options, telling others, setting a date. They are at the threshold of action. Interventions: help with planning, identify obstacles, connect to resources and support. **4. Action** — "I'm doing it." The person is actively making the change. This stage requires effort and vigilance; the behaviour has changed but the new pattern is not yet stable. Interventions: support, positive reinforcement, relapse prevention strategies. **5. Maintenance** — "I'm sustaining it." The behaviour has been sustained for six months or more. The primary task is preventing relapse; the person works to consolidate gains and integrate the change into their identity. Interventions: longer-term support, addressing the inevitable challenges and setbacks, building the behaviour into routines and environment. **6. Relapse** — "I've slipped." Not a stage to remain in, but a recognised part of the process. Most people cycle through the stages multiple times before achieving stable maintenance. Relapse is normal, not failure. Interventions: avoid shame-inducing responses, help the person re-enter the cycle at preparation or contemplation rather than precontemplation. ## The organisational application In leadership and culture change, the TTM reframes the common frustration with "people who just won't change." Most organisations treat change as if everyone is at the Preparation or Action stage — they have plans, training, and processes ready to go. But different people are at different stages, and treating everyone as if they're action-ready produces the exact mix of compliance theatre, active resistance, and frustrated champions that most change programmes encounter. The diagnostic question is not "why won't they change?" but "what stage are they at, and what would move them to the next stage?" ## See Also - [[Behaviour Change Is Not Linear]] — the broader frame; why linear change models fail and what actually drives change - [[Fogg Behavior Model]] — the complementary behavioural model; ability and prompt as the missing pieces when motivation is present but behaviour isn't - [[Influencing Mindset]] — the coaching application; meeting people at their stage rather than pushing for the end state - [[Growth Mindset]] — growth mindset relates to stage 2–3 transitions; the belief that change is possible is often what moves people from contemplation to preparation