Introduction
Change is everywhere around us. From digital transformations and AI advancements to organisational shifts and personal transitions, we live in a world of constant flux. Yet, despite its inevitability, change remains challenging for most of us. As someone who has spent years leading change initiatives across various public sector organisations, I've witnessed firsthand how proper change management can make the difference between success and failure.
I recently had the pleasure of presenting a webinar for Scribe Academy on the fundamentals of change management. This blog post captures the key insights from that session, providing you with practical tools and frameworks to navigate change more effectively.
Why Change Management Matters
Research indicates that change initiatives fail at a staggering rate of 70-80%. When we implement change without understanding the human element, we risk wasting resources and creating frustration. Consider this: how would you feel when asked to write with your non-dominant hand? Uncomfortable? Resistant? Questioning why you should even try?
This simple exercise illustrates why change is difficult. We're creatures of habit, often defaulting to "we've always done it this way" thinking. Effective change management acknowledges this resistance and works with it rather than against it.
Understanding the Change Journey
The Change Curve
One of the most valuable models I've used throughout my career is the Change Curve (or Transition Curve), developed by Elisabeth Kübler-Ross. Originally created to describe how people cope with grief, it perfectly captures the emotional journey we experience during any significant change:
- Shock and Denial: "This isn't happening" or "This won't affect me"
- Anger and Frustration: Blaming others, feeling resentful about the change
- Bargaining: Trying to minimise the change or find compromises
- Depression and Sadness: Letting go of old ways is difficult and creates genuine feelings of loss
- Acceptance and Problem-Solving: Beginning to engage with the new reality
- Meaning: Finding value and opportunity in the change
Remember that these stages aren't strictly linear. People move back and forth through the curve, and the time it takes varies considerably from person to person and change to change.
The Four Stages of Competence
Another crucial model for understanding change is the Four Stages of Competence:
- Unconsciously Incompetent: "I don't know what I don't know"
- Consciously Incompetent: "I now know what I don't know" - this stage is particularly uncomfortable
- Consciously Competent: "I know how to do this, but it requires effort"
- Unconsciously Competent: "I can do this without thinking about it"
This model explains why learning new behaviours required by change can be so challenging. When we're experts at something, performing it without conscious thought, change forces us back to stage one or two - an uncomfortable experience!
The Heart of Change
As change expert John Kotter notes, "The heart of change is in the emotions." Logical arguments aren't enough; we must engage people emotionally to drive successful change. This aligns with psychologist Jonathan Haidt's brilliant analogy: think of your brain as a human rider atop an elephant.
- The rider represents our rational system that plans and problem-solves
- The elephant represents our emotional system that provides power for the journey
- The path represents the external environment
For successful change, we must:
- Give clear direction to the rider (knowledge)
- Motivate the elephant (emotion)
- Shape the path (make the change easier)
A Practical Framework: The Prosci ADKAR Model
For planning and implementing change, I frequently use Prosci's ADKAR model, which breaks down the individual change journey into five sequential stages:
Awareness
People need to understand why change is necessary. Ask yourself: Do they understand why ? Why now? What happens if we don't change?
This stage involves clear communication and storytelling about the vision for change.
Desire
This is where people decide whether to support the change. They're asking: "What's in it for me?"
Building desire often involves seeking feedback, making adjustments where possible, and demonstrating how the change addresses current pain points.
Knowledge
Once people support the change, they need to know how to change. This is where training comes in.
Remember that people are at different stages of competence, so your training should acknowledge and address this.
Ability
Knowledge isn't enough - people need to develop the capability to work in new ways.
This stage involves coaching, practice, and continued support as people build their skills.
Reinforcement
The final stage ensures the change sticks. Without reinforcement, people often revert to old habits.
Celebrate successes, address challenges, and continue to check in on progress.
Planning for Change
Taking time to plan your change approach pays dividends. Even a one-page plan addressing these key questions can make a significant difference:
- What is the vision for change? Why are we doing this? Why now? What if we don't?
- Who does this change impact? Who are our stakeholders? How will it affect different groups?
- How will we communicate? What will we communicate, when, and how?
- How will we track our progress? How will we know if people are on board?
- What happens next? How does the change become business as usual?
Key Skills for Change Management
While there are many professional qualifications in change management, these foundational skills have served me well:
Active Listening
As Stephen Covey asks: "Are you listening with the intention to understand, or with the intention to respond?" Real listening builds trust and provides invaluable insights.
Coaching
The ability to ask intentional questions helps others think through issues and develop their own solutions.
Storytelling
Our brains are wired for stories rather than abstract ideas. I often use the "Pixar Method" to structure change stories:
- Once upon a time...
- Every day...
- One day...
- Because of that...
- Until finally...
Adaptability
Change rarely goes exactly to plan. The ability to listen, learn, and adapt is essential.
Final Thoughts
Change is challenging but rewarding. By acknowledging the importance of individual change journeys, listening and coaching effectively, telling compelling stories, and planning for resistance, you can significantly improve your chances of success.
I hope these models and frameworks provide useful touchstones as you navigate the changes in your own life and organisation. Remember that resistance is natural, and with the right approach, you can help yourself and others not just survive change but thrive through it.
Frequently Asked Questions
Is change harder depending on a person's age?
In my experience working on change programmes, I haven't found age to be a significant factor. What matters more is the nature of the change itself and how effectively you build buy-in. Taking time to talk to people, understanding their concerns, and working with them rather than imposing change makes a significant difference regardless of age.
How can I help others accept change when I don't have authority to mandate it?
Focus on building a clear business case that articulates the value of the change. Help people understand not just what needs to change but why it matters. Equipping people with a strong rationale helps them advocate for change even when you're not in the room.
How do you maintain momentum during long-term change initiatives?
Breaking down large changes into smaller, achievable milestones helps maintain momentum. Celebrate small wins along the way, continue to reinforce the "why" behind the change, and be transparent about progress. Regular check-ins and opportunities for feedback also help people feel engaged in the process.
What's the difference between change management and project management?
While project management focuses on delivering specific outputs (the tangible change), change management addresses the people side of change—helping individuals transition from current to future state. The most successful initiatives combine both approaches, delivering technical solutions while supporting the human transition.
About the Author: Julia Lindon is currently the Office Administrator at Redenhallwith Harleston Town Council. With an extensive background in change management across the public sector.
