Picture a busy international airport on a Friday afternoon. Dozens of aircraft are airborne simultaneously, each on a different flight path, each carrying its own cargo, crew, and schedule. Without the air traffic control tower, those aircraft would have no shared awareness of one another. Pilots would make independent decisions based on incomplete information, and the risk of collision, delay, and catastrophic failure would be overwhelming. The control tower does not fly any of the planes. Instead, it holds the picture of the whole sky, coordinates safe separation, sequences landings, and ensures that each aircraft reaches the runway in the right order and at the right time.
Organisations undergoing significant transformation face a remarkably similar challenge. At any given moment, a large enterprise may be running dozens of concurrent change initiatives, from technology implementations and process redesigns to cultural transformation programmes and regulatory compliance projects. Each of those initiatives has its own sponsor, its own timeline, and its own demands on the same finite pool of people, attention, and goodwill. Without a centralised change governance function that holds the picture of the whole portfolio, those initiatives collide in the day-to-day experience of employees, creating the change fatigue, adoption failure, and disengagement that derail even the best-designed programmes.
The control tower metaphor offers change leaders something more than a vivid image. It provides a practical framework for thinking about what a mature change portfolio governance capability actually does, who must sit inside it, and what instruments it needs to do its job. This article unpacks that framework in full, drawing on research from across the change management discipline, and explains how The Change Compass provides the instrument panel that makes a change control tower operationally effective.
What the control tower metaphor reveals about change management
The air traffic control metaphor is useful precisely because it reframes the problem of change portfolio management in operational rather than strategic terms. Strategic conversations about change portfolios tend to stay at the level of investment decisions, programme charters, and governance structures. Those conversations are necessary, but they do not address the lived reality of change saturation, where the same team is simultaneously asked to adopt a new ERP system, shift to a new operating model, comply with revised regulatory requirements, and absorb the implications of a restructure. The control tower metaphor brings the conversation down to the operational level, where the real damage occurs.
In aviation, air traffic control is not an optional enhancement to safe flying. It is a fundamental infrastructure requirement. No responsible aviation authority would permit commercial aircraft to operate in shared airspace without it. The metaphor invites us to apply the same logic to organisational change: coordinated oversight of the change portfolio is not a nice-to-have governance layer, it is a prerequisite for safe operation. Research from Prosci consistently finds that active and visible executive sponsorship and structured change management are among the strongest predictors of change success, and a centralised portfolio view is foundational to both. According to Prosci’s research on change management ROI, projects with excellent change management are six times more likely to meet their objectives than those with poor change management.
The metaphor also clarifies the appropriate scope of central authority. Air traffic control does not decide where aircraft are going or how they are configured. It controls the airspace. A change governance function similarly does not own the content of individual programmes. It owns the sequencing, the separation, and the overall picture of load on the organisation. This is a politically important distinction in most enterprises, where programme sponsors guard their autonomy jealously. The control tower model gives the central function a clearly bounded but genuinely authoritative mandate.
The consequences of change without a control tower
The consequences of operating a complex change portfolio without centralised oversight are well documented. McKinsey research has found that roughly 70 per cent of large-scale transformation programmes fail to achieve their intended outcomes, and a significant proportion of that failure is attributable not to poor programme design but to organisational overload and implementation clashes. When multiple programmes compete for the same people and the same window of implementation activity, the cumulative impact on employees far exceeds what any single programme’s impact assessment would predict. Each programme looks manageable in isolation. Together, they become unmanageable. The McKinsey research on transformation success points directly to the importance of employee energy and capacity as a critical resource that must be actively managed.
Without a control tower, several characteristic failure patterns emerge. Initiatives collide in the calendar, with multiple go-lives scheduled in the same quarter for the same business unit. Communication fatigue sets in as employees receive disconnected messages from different programme teams with no coherent narrative about what is changing and why. Change champions and business leads are pulled in multiple directions, diluting their effectiveness on every programme. Adoption rates fall across the board, not because any single programme is badly managed, but because the cumulative cognitive and emotional load on employees is simply too great. Gartner research on employee change fatigue found that as of recent years, the average employee has experienced ten or more planned organisational changes in the preceding three years, and that the willingness to support change has declined sharply as a result. The full analysis is available in Gartner’s organisational change management research.
These patterns are not random. They are the predictable result of operating a complex system without coordination infrastructure. Just as aircraft without air traffic control would converge on the same runway approaches at the same time, change initiatives without portfolio oversight converge on the same people at the same time. The result is not a smooth set of parallel landings, it is a queue of frustrated pilots and a set of very unhappy passengers.
Core functions of the change control tower
A change control tower performs five core functions that map directly onto the responsibilities of an aviation air traffic control operation. The first is situational awareness: the control tower must hold an accurate, real-time picture of every change initiative currently in flight, its phase, its affected population, its implementation timeline, and its resource demands. Without this picture, all other functions are impossible. The second function is separation: just as aircraft must be kept at safe distances from one another, change initiatives must be sequenced so that they do not simultaneously saturate the same teams or the same business units.
The third function is prioritisation and sequencing. When multiple programmes want to land in the same window, the control tower must make authoritative decisions about which goes first, which holds, and which is rerouted. This requires both a clear set of prioritisation criteria and the organisational authority to enforce them. The fourth function is load management. The control tower must track the cumulative change load on each part of the organisation, just as an airport manages the overall throughput of its runways. When load approaches a threshold that risks adoption failure, the control tower must intervene. The fifth function is communication: the control tower is the source of the single, integrated narrative about what is changing across the organisation, ensuring that employees receive coherent and sequenced messages rather than a cacophony of competing programme communications.
These five functions require both structural authority and analytical capability. The control tower cannot perform them through goodwill and informal influence alone. It needs mandate, data, and tools. An article in the Harvard Business Review on making change happen notes that successful transformation requires building the organisational muscle for change management as a discipline, not treating it as a project-by-project ad hoc activity. The control tower model is precisely the institutionalisation of that muscle at the portfolio level.
Air traffic separation: sequencing change initiatives safely
Air traffic separation is the most operationally specific of the control tower’s responsibilities, and it has a direct and precise analogue in change portfolio management. In aviation, separation standards define the minimum safe distance between aircraft, measured in time, altitude, and lateral position. These standards are not arbitrary. They are calculated based on the performance characteristics of the aircraft involved, the turbulence wake that large aircraft generate, and the capacity of the runway system to absorb sequential arrivals. The separation standard for a heavy jet following another heavy jet is substantially greater than for a light aircraft, because the wake turbulence risk is commensurately greater.
In change management, separation standards should be calculated based on the profile of each initiative and the characteristics of the affected populations. A large-scale ERP implementation that touches every operational process in a business unit generates a change wake, in the form of process uncertainty, skill gaps, and employee anxiety, that substantially affects the organisation’s capacity to absorb the next wave of change. Scheduling a major operating model redesign into the same business unit within months of the ERP go-live is the change management equivalent of landing a heavy jet in the wake of another: the turbulence risk is very high. The change control tower must establish sequencing rules that account for this wake effect, building in recovery time between major implementations for each affected population.
The practical implication is that separation decisions require quantitative data about change load and recovery capacity, not just qualitative judgements from programme teams. Programme teams have an inherent optimism bias about their timelines and their ability to land change successfully. The control tower must apply a portfolio-level lens that corrects for this bias, using data on historical adoption rates, engagement levels, and change saturation indicators to set realistic separation standards for each part of the organisation.
Real-time visibility as the foundation of control tower capability
An air traffic control tower that cannot see its aircraft is not a control tower. It is a building. Visibility is not one feature of the system, it is the foundational prerequisite for every other function. In a modern radar-equipped tower, controllers have a real-time picture of every aircraft in their airspace: its position, altitude, speed, call sign, and intended flight path. This picture is continuously updated as conditions change. Decisions are made based on current data, not on the flight plans filed three days ago.
The equivalent requirement for a change control tower is a live, integrated view of the entire change portfolio, updated as programmes progress and conditions evolve. This is where most organisations fall short. Change portfolio data is typically fragmented across programme management tools, risk registers, HR systems, and the personal spreadsheets of individual change practitioners. The picture that governance bodies receive is assembled manually, with significant time lag, and reflects the state of programmes as reported by programme teams rather than as observed independently. By the time the data reaches the governance forum, it may be weeks out of date and filtered through layers of optimism bias.
Real-time visibility requires a dedicated platform that aggregates change portfolio data, calculates cumulative impact by business unit and team, and presents the result in a format that enables fast, informed decision-making. It requires that change data be entered and maintained by programme teams in a consistent format, so that the portfolio view reflects comparable data across initiatives rather than apples and oranges. And it requires that the platform surface not just what is planned but what is actually happening, drawing on pulse survey data, adoption metrics, and engagement indicators to give the control tower a live read on how the organisation is actually experiencing the change load.
Who sits in the control tower? Governance roles and authority
In aviation, air traffic controllers are trained specialists with clearly defined authority. They do not advise pilots, they instruct them. The captain of the aircraft retains authority over the safety of the aircraft once airborne, but within the airspace, the controller’s sequencing and separation instructions are binding. This clear delineation of authority is what makes the system work. A control tower that can only recommend and cannot compel is a fundamentally different, and far less effective, kind of institution.
The governance structure of a change control tower must reflect this lesson. At the senior level, the control tower requires a portfolio change authority with genuine decision-making power over sequencing, prioritisation, and load management. This authority must sit at a level in the organisation that can override individual programme sponsors when portfolio-level considerations require it. In most large enterprises, this means positioning the change portfolio governance function at the executive leadership team level or with a direct reporting line to it, rather than burying it within a project management office that lacks the authority to make binding decisions about programme timelines.
Below the senior governance level, the control tower requires dedicated change portfolio analysts who maintain the visibility picture, identify emerging conflicts and risks, and prepare the analysis that governance decision-makers need. These roles are distinct from programme-level change managers, who are embedded in individual initiatives and naturally focused on their programme’s success. The control tower analysts maintain the portfolio view, which requires a different orientation and a different set of analytical skills. They are the equivalent of the radar operators who track the full picture of the airspace, rather than the pilots who are focused on flying their own aircraft.
How The Change Compass serves as the change control tower
The Change Compass is purpose-built to serve as the instrument panel of the change control tower. Just as a radar system gives air traffic controllers the real-time positional data they need to maintain separation and sequence landings, The Change Compass gives change governance functions the portfolio-level data they need to manage change load, identify conflicts, and make informed sequencing decisions.
The platform aggregates change data from across the portfolio into a single, visual representation of the change landscape. Programme teams input their initiative data, including affected populations, implementation phases, change activity volumes, and go-live dates, and The Change Compass automatically calculates the cumulative change load on each business unit and team across the portfolio. This gives the control tower an integrated view that no individual programme team can provide, because no programme team has visibility of the full portfolio. Where load exceeds safe thresholds for a particular population, the platform flags the risk, giving the governance function the early warning it needs to intervene before the collision occurs rather than after.
Beyond the aggregated load view, The Change Compass supports the sequencing function of the control tower by enabling scenario planning. Governance decision-makers can model the impact of moving a go-live date, splitting a rollout into phases, or deprioritising an initiative, and see immediately how each decision changes the change load profile across the organisation. This transforms sequencing decisions from instinctive judgements into evidence-based choices, grounded in data about where the organisation has capacity and where it is already saturated. For organisations managing complex, multi-year transformation portfolios, this analytical capability is the difference between a control tower that can genuinely manage the airspace and one that can merely observe it.
Frequently asked questions
What is a change control tower in an organisational context?
A change control tower is a centralised governance function that holds an integrated, real-time view of all concurrent change initiatives across the organisation. Drawing on the air traffic control metaphor, it coordinates the sequencing and separation of change initiatives to prevent overload on any single part of the organisation, manages cumulative change capacity, and maintains the single authoritative picture of the change portfolio. It does not manage individual programmes, but it does have the authority to make binding decisions about sequencing, prioritisation, and load management at the portfolio level.
How does the air traffic control metaphor apply to change portfolio management?
The metaphor maps closely onto the realities of change portfolio management. Aircraft in shared airspace correspond to change initiatives operating across the same organisation. The control tower corresponds to the central change governance function. Air traffic separation standards correspond to sequencing rules that prevent change initiatives from saturating the same populations simultaneously. The radar system corresponds to a portfolio data platform that gives the governance function real-time visibility. And the landing sequence corresponds to the prioritised, phased implementation plan that the governance function manages across the full portfolio.
What authority does a change control tower need to be effective?
A change control tower requires genuine decision-making authority, not merely advisory influence. It must be positioned at or near the executive leadership level to be capable of overriding individual programme sponsors when portfolio-level considerations require a change to sequencing or timing. Without this authority, the control tower can identify conflicts and risks but cannot resolve them, which limits its effectiveness to reporting rather than governing. The analogy with aviation is instructive: an advisory body that can only recommend separation adjustments to pilots, rather than instruct them, would not constitute safe air traffic management.
How does The Change Compass support change control tower governance?
The Change Compass functions as the instrument panel of the change control tower, providing the real-time portfolio data that governance decision-makers need. It aggregates change initiative data from across the portfolio, calculates cumulative change load by business unit and team, flags overload risks before they materialise, and supports scenario planning so that sequencing decisions can be tested against data before they are made. It replaces the fragmented, manually assembled spreadsheets that most governance functions rely on with an integrated, continuously updated view of the full change landscape, enabling the control tower to operate with the kind of situational awareness that makes safe, effective portfolio management possible.
How the sea inspires a different way of managing change
In taking my vacations in Hawaii I thought I would start a series of Change Management articles inspired by my trip to Hawaii. For those who have not been to Hawaii or have only stayed around Waikiki, the Islands of Hawaii is quite astoundingly beautiful. There is something magical about Hawaii that inspires the mind and soothes the soul. It’s welcoming people, amazingly jagged mountains, fantastic beaches, and sensational food is enough to bewitch any visitor.
As change or project managers we usually plan our approach in managing change from a top down perspective. We look at what senior executives would like employees to change, how much change is required, what benefits would be achieved through change, and which parts of the organization would need to change.
There is the usual focus that change leadership is critical and that without strong senior sponsorship that the initiative will fail. The senior leader is expected to have all the answers, to know exactly how to steer the employees towards an end state and be able to convince them the ‘what’ and the ‘why’ of the change. On top of this, if there is any resistance, the leader needs to identify these and overcome them in order to successfully drive the change successfully.
This all sounds like the standard recipe for change success does it not? So what is wrong with this?
Hawaii and leading change
When I was snorkelling in the North Shore of Oahu Island I was amazed at how much tropical fish I could see literally just metres from the beach. In fact, as soon as I had put my head down I could see the various sizes of amazing tropical fish. And the farther I go the more I notice at the abundance and variety of fish and coral around me.
When we surround ourselves purely with the top down approach of change, we start to develop a fixed mindset of how change should be done. Most of change literature resolves around adopting a top down approach. However, when we start to adopt a user mindset, an employee lense of change, we start to see things very differently.
The diversity of the ocean and the diversity of employees
Similar to the fish in the sea, there isn’t one type of employee. There are many types of employees with varying interests, backgrounds and preferences. It is easy for us to interview employees through conducting surveys and declare that we are intimate with employee concerns. However, in most situations there isn’t just one set of employee beliefs and concerns. Different employees have different concerns, just like in the ocean there is star fish, tetra, gold fish, carp, etc.
Whilst we cannot cater for every type of individual employee concerns and interests, it is also important to be able to see through impacted employees and what they are seeing. I became amazed at the wonderful world under the sea and how colourful and stunning it really is. If we really start to see through the different groups of employees, sense what they are sensing, we can really harness their power to drive change.
How do we leverage different employee groups in driving change
For example:
For employees who are change champions and early adopters – How do we harness their influence and positivity to quickly spread the word, and advocate for the change?
For those who have had bad change experiences in the past and are cynical and critical – How do we involve them closely to design the change process, so as to avoid any past mistakes and leverage to enhance success?
For those who were agnostic and did not either support or resist the change – How do we give them accountabilities to progress and promote the change
For those who strongly resist the change and actively counter against the change – How do we listen to them and address this head on. And leverage the influence of other employee groups such as the change champions?
For those who tend to be overly cautious and do not feel confident when there is change – How do we actively identify them and spend more time to nurture their confidence, or leverage change champions to hand-hold them?
Dipping below the surface of what various senior stakeholder groups are looking for in change, we start to see a different picture of what employees see. Let’s open our eyes to the various colours, shapes, and sizes of the attitudes, preferences and feedback of employees. When we start to see the diversity of different types of employees and where they are at, we can then leverage them to better drive and position the change for success.
Workplace stress is a common topic in organisational wellbeing programmes. Change-related stress is less commonly addressed as a distinct category, even though it has a different profile, different causes, and requires a different organisational response. Most wellbeing initiatives are designed to help individuals cope with stress after it has developed. The more significant opportunity for organisations is upstream: understanding how change-related stress is created at the organisational level, and designing change delivery in a way that reduces it before it accumulates.
This article examines what change-related work stress actually is, why it differs from general workplace stress, and what organisations can do at the structural level to manage it. It is written primarily for change managers and HR practitioners who are positioned to influence how change is designed and delivered, not just how employees cope with it.
What makes change-related stress distinct
General workplace stress is associated with workload, role ambiguity, interpersonal conflict, and poor management. These are chronic conditions that develop over time. Change-related stress has a different mechanism. It is driven primarily by uncertainty and perceived loss of control, and it is episodic rather than chronic — triggered by specific change events and often resolving once those changes are understood and absorbed.
Research from the American Psychological Association consistently identifies organisational change as one of the top contributors to workplace stress, distinct from workload and interpersonal factors. The specific drivers are well established: uncertainty about job security, concern about capability to perform in a new environment, loss of established routines and social connections, and lack of perceived voice in decisions that affect daily working life.
What makes this distinct from general stress is that many of these drivers are not primarily psychological — they are organisational. The uncertainty is real. The loss of control is real. Employees are not misperceiving a manageable situation as threatening. They are responding rationally to conditions that are genuinely uncertain. Approaches that focus purely on individual resilience and coping skills miss this point. The most effective interventions address the organisational conditions that create the stress in the first place.
The role of change saturation in accumulating stress
A single well-managed change programme rarely creates serious stress for most employees. The more common pattern in large organisations is that employees are absorbing the effects of multiple changes simultaneously, across different areas of their work, while also trying to maintain business-as-usual performance. This accumulation effect — what practitioners refer to as change saturation — is the primary structural driver of change-related stress at scale.
Gartner research on change fatigue found that employees who experienced high change fatigue were 43 percentage points less likely to intend to stay with their organisation compared to those with low fatigue — a finding that reflects not just short-term stress but a sustained erosion of organisational commitment. The mechanism is cumulative: each additional change draws from the same pool of adaptive capacity, and when that pool is depleted, even well-designed changes land poorly.
The practical implication is that managing change-related stress requires a portfolio-level view, not just a programme-level one. An individual programme may be well-designed, well-communicated, and well-supported — and still contribute to stress if it is landing on a team that is already absorbing significant change from other directions. Monitoring the aggregate change load on specific groups of employees is the only way to identify this risk before it manifests.
Uncertainty as the primary psychological driver
Of the various factors that contribute to change-related stress, uncertainty is consistently the most potent. Research published in Harvard Business Review on uncertainty and the brain found that uncertainty activates the same neural pathways as direct threat — the body cannot easily distinguish between “something bad might happen” and “something bad is happening.” This means that a period of organisational ambiguity, where employees do not know how a change will affect their role, is physiologically stressful in the same way as a direct negative event.
The implication for communication is important: the goal of change communication should not primarily be to generate positive sentiment about the change. It should be to replace uncertainty with clarity as quickly as possible, even when the clarity involves difficult news. Employees consistently handle confirmed bad news better than ongoing ambiguity, because the ambiguity activates a sustained stress response whereas clarity — even negative clarity — allows the cognitive system to shift into problem-solving mode.
Five organisational approaches that reduce change-related stress
The following approaches address change-related stress at the organisational level, targeting the structural conditions that create it rather than individual coping responses.
1. Sequence changes to manage cumulative load
The most direct organisational lever for reducing change-related stress is managing the pace and sequencing of changes affecting any given group of employees. This requires a cross-portfolio view: understanding not just how much change each individual programme is asking of its affected groups, but how much change those groups are absorbing in total across all concurrent programmes.
Where data shows that a particular team or role group is approaching or exceeding reasonable absorption capacity, the organisation has two options: reduce the load by deferring or descoping a programme, or increase the support provided to the affected group. Both require a governance decision. Neither is visible without cross-portfolio impact data.
2. Communicate earlier and more directly about what is known
Most change communication waits until there is certainty — until the design is finalised, the decision is approved, or the announcement is ready. This approach, while understandable from a message management perspective, prolongs the period of uncertainty that drives stress. A better approach is to communicate what is known at each stage of the programme, explicitly acknowledging what is not yet known and when it will be. This gives employees a reliable framework for understanding the situation rather than having to infer it from rumour and silence.
The specific elements that employees most want to know — and that reduce stress most when communicated clearly — are: why the change is happening, what it means for their specific role, when key decisions will be made, and how they can ask questions or raise concerns. McKinsey research on effective change communication found that transparency about the reason for a change, including the honest business case rather than the sanitised messaging, produces significantly stronger employee engagement than carefully crafted positive framing.
3. Give employees genuine voice in how change is implemented
One of the most reliable ways to reduce the stress associated with loss of control is to restore some degree of meaningful control. This does not require giving employees a veto over strategic decisions. It means genuinely involving them in decisions about how a change is implemented: the design of new processes, the structure of training, the timeline of transition, the support model during stabilisation.
The key word is “genuine.” Consultation that is designed to satisfy a process requirement, where outcomes are predetermined and feedback is not reflected in the final design, is counterproductive. Employees who participate in a process and see that their input had no influence experience greater distress than those who were not consulted at all, because the consultation process raised and then denied the expectation of control. Genuine co-design, where the scope for employee input is clearly defined and that input demonstrably shapes the outcome, reduces stress because it converts the experience of being done to into the experience of participating.
4. Invest in manager capability to support teams through change
The immediate manager is the most significant variable in how employees experience organisational change. The same change, delivered through a manager who communicates proactively, acknowledges difficulty, and advocates for their team, will be absorbed very differently than through a manager who is uninformed, avoidant, or dismissive of concerns.
Prosci’s research on the manager’s role in change found that employees who rated their manager as effective at supporting change were five times more likely to report successful personal adoption of the change compared to those with ineffective managers. This makes investment in manager capability one of the highest-return activities available to change and HR practitioners. Specifically: equipping managers with the answers to the questions their teams are likely to ask, giving them sufficient notice to have informed conversations before formal announcements, and providing them with guidance on how to acknowledge and normalise the emotional responses their teams are experiencing.
5. Monitor stress signals during implementation, not just at the end
Most organisations measure employee wellbeing through annual engagement surveys, which are far too infrequent to be useful for managing change-related stress. By the time an annual survey captures the impact of a change programme, the damage is done and the programme has moved on.
Effective monitoring of change-related stress requires more frequent signals: pulse checks aligned to major programme milestones, manager-reported observations from team discussions, operational metrics that correlate with stress (error rates, absenteeism, informal support requests), and direct observation channels like facilitated Q&A sessions or drop-in forums. These signals need to be reviewed by someone with both the authority to act and a clear process for escalating concerns to programme sponsors when the data indicates intervention is needed.
How change management platforms support stress prevention
Managing change-related stress at scale requires visibility into the cumulative change load on specific employee groups across the portfolio. Without this visibility, stress prevention is reactive rather than structural. Platforms like The Change Compass provide exactly this portfolio view: aggregating change impact data across concurrent programmes to show which teams are absorbing the most change at any given point in time. This data enables the proactive sequencing and resourcing decisions that prevent change saturation before it translates into stress, rather than responding to the symptoms after they appear.
From coping to prevention: where the real opportunity lies
Individual resilience training, mindfulness programmes, and EAP services have a role in supporting employees through difficult change experiences. But they address the symptoms of a structural problem rather than the cause. Organisations that consistently manage change-related stress effectively are those that approach it as a design challenge: understanding the conditions that produce stress, and building those conditions into the governance and delivery processes for change. The five approaches outlined above are not particularly complex. What they require is the organisational discipline to treat change load as a measurable constraint that shapes decisions, rather than an invisible force that employees are expected to absorb without limit.
Frequently asked questions
What causes change-related work stress?
Change-related work stress is caused primarily by uncertainty about how a change will affect an individual’s role, perceived loss of control over decisions that shape their work environment, and the accumulation of multiple concurrent changes that exceed the individual’s adaptive capacity. Unlike general workplace stress, which is often chronic, change-related stress tends to be episodic and resolves as changes are understood and absorbed — though when multiple changes overlap, the cumulative effect can become chronic.
How does change saturation contribute to employee stress?
Change saturation occurs when the volume and pace of organisational change across multiple programmes exceeds an employee group’s capacity to absorb and adapt. Each change draws from the same pool of cognitive and emotional resources. When that pool is depleted by simultaneous changes, even well-designed new changes land poorly, producing resistance, errors, and disengagement. Managing saturation requires a portfolio-level view of the aggregate change load on specific teams, not just programme-by-programme assessments.
What is the most effective organisational response to change-related stress?
The most effective response addresses the structural conditions that produce stress rather than just supporting individual coping. This means sequencing changes to prevent accumulation, communicating early and clearly about what is known (including what is not yet known), involving employees meaningfully in implementation decisions, equipping managers to support their teams, and monitoring stress signals throughout implementation rather than only at the end.
Why is manager capability so important in managing change stress?
The immediate manager mediates how employees experience organisational change more than any other factor. A manager who communicates proactively, acknowledges difficulty, and supports their team through transitions significantly reduces the uncertainty and loss of control that drive stress. Research shows employees with effective change managers are substantially more likely to adopt changes successfully. Investment in manager capability is therefore one of the highest-return activities available to change and HR practitioners.
I recently went to a concert to see some of the super soul bands of the 70s and 80s including The Jacksons, Sister Sledge, The Village People, and Pointer Sisters. In addition to funk and soul, there was a big component of disco music as well. I started becoming more interested in the history of disco music and how it came about. According to Wikipedia, disco music emerged in the late 60s and 70s and started as a mixture of music from venues popular with African Americans, Hispanic and Latino Americans, Italian Americans, and the LGBT. “Disco can be seen as a reaction to both the dominance of rock music and the stigmatisation of dance music by the counterculture during this period”.
This led me to think more about the dominance of one idealism or concept over others and how limiting it is to only be able to operate with one concept, whether it be dancing or a way of working. I often hear in organizations that we should aim for ‘one-way, same-way to simplify things for people. Do we really think that one way of approaching something is the best for developing that particular capability? And do we really believe that people can only ever handle one way of doing something? Yes, in the beginning, taking a step-by-step process and not introducing multiple concepts may make sense. But in the longer term would we not benefit from different concepts, different methodologies, and different ways of working? (I.e. more diversity vs. no diversity).
Most large organizations are focused on ‘diversity’ within the organization. Diversity can be in the form of gender, sexual orientation, cultural background, age, etc. Having diversity in the organization is premised to provide a richer set of perspectives and points of view and therefore an important part of building talent. Diversity is also critical from a PR and public perception perspective as it paints an image of the type of organization and the types of people in it. For example, a company with a low percentage of women in senior leadership roles or management roles could be seen as one where women may have equal opportunities. The same can also be said for other diverse areas such as age, sexual orientation, and ethnic background.
Why do we need diversity in change management?
Change management, like other disciplines, such as IT management, HR, or Project Management is an area that cannot be fully covered with one singular framework or perspective. Just as there are countless frameworks, concepts, and methodologies in HR so is the case in change management. Models include Kubler-Ross, Lewin, ADKAR, Bridges, Kotter, etc. Different models may suit different types of changes. Please read our article ‘Diagnosing for change‘ on how different change management models may be better for certain types of changes.
By using just one singular model we could be restricting our organization’s change management capability. At university, we study different theories and concepts with the goal that by understanding different approaches, we start to build our understanding of the whole discipline. This allows us to pick and chose one or a combination of different approaches based on the situation. The same applies to change management. It is by understanding different change management approaches that we start to be able to tailor our approaches given any change situation.
For leaders across an organization, many would argue that it is best to provide only one framework or concept for all of change management. If it is really the case that all leaders have never been exposed to any change management frameworks at all (which is unlikely to be the case for large organizations) then starting with one framework may be a good idea.
However, a business leader may need to understand:
leading people from an engagement and emotional connection perspective
How initiatives are implemented and their role in it to make it a success
How to coach others through the change process
How to track, measure, analyse and report on change and embedment progress
The art of how to communicate in a verbal and written way using the right words and tone
All of these could have different concepts and frameworks to provide the richness of building understanding and skills. Yes, it is possible to simplify different frameworks and connect them. However, as leaders continue to grow, they will need to be exposed to different concepts and approaches. In the past, projects used a waterfall methodology where tasks were planned in detail and there was little room for plan changes. Now, most organizations utilise some form of agile methodology for many of their projects. For some projects, waterfall methodology may be more appropriate and for others agile. Having diversity helps organizations achieve more successful initiative outcomes.
How do we achieve diversity in change management?
Here are some areas in which to build diversity of thinking and approaches to enrich your organization’s change management capability.
1.Change management frameworks
As mentioned before, having several change management frameworks build a richness of understanding of different approaches
2.Change analytics
Collecting a range of change management data is incredibly valuable. Data on the impact of change across the organization enables leaders to make effective planning, sequencing, and prioritisation decisions on how initiatives should be rolled out. This includes impacts on stakeholder groups such as employees, third parties, partners, and customers. Other data such as change readiness levels for initiatives, initiative benefits, and business performance indicators are critical to ensure initiatives will land effectively.
3.Change leadership
Managing change is a part of leadership. Therefore, just as there is a big range of leadership frameworks so is the case in change leadership. For example, Daniel Goleman’s emotional intelligence, Situational Leadership, Kotter, etc.
4.Change service offering
Providing a rich set of change services can also help build change capability. Change services may include such as:
Initiative change management
Portfolio change management
Change leadership capability development
Change analytics and decision-making support
Change coaching for leaders
Business-as-usual initiative coaching/support
Change communications support
5.Project delivery methodology
Change management should also be geared to support a range of project methodologies that the organization is using to implement its projects. The richness of being able to flex between different project methodologies means greater value and overall Organizational capability in managing change. Different project methodologies could include:
Most of us work in organizations where change is the constant, and where at any one time there is a myriad of changes. What happens when there is a lot of changes being worked on? How do effective organizations manage change within this common environment? And what plays out when an organization adopts agile within this environment? Here we will illustrate how one organization effectively manages lots of changes within an agile environment.
Meet company A which is a typical financial services organization. They, like most other financial services organizations, are undergoing multiple changes. In change management theory land most are concerned with managing one change at a time. The reality for a lot of organizations is that there are lots of changes, some times up to hundreds of changes at a given point in time within an organization. This is not taking the lens of formal ’projects’ that would have formalized governance and resources in place to plan and deliver the initiative. From a user-centric lense, change is any initiative that involves changing a current way of working. These includes product changes, marketing campaigns, process changes, and role changes.
Like other organizations, company A has several business units, each of which has a range of initiatives that mainly impact their own business unit. However, some of these also impact other business units. At the same time, there is a company-wide body or governance group that determines which intiatives are to be funded centrally and are of higher priority, depending on the initiative benefit case, strategic importance and overall business value.
Towards the end of the year every year, there seems to be a phenomenon emerging in this company. Within an agile environment there are many agile teams are working in self-driven teams iterating on various changes. Many of the initaitives are also focused on delivering changes that impact frontline staff that work directly with customers. Most of these initiatives are aiming to implement the change prior to the end of the calendar year as the peak customer volume for this financial services firm tends to be between December and February. The idea is that if the changes were rolled out prior to December, then the change would take place in time to capture the peak volumes and therefore provide a quick realisation of benefits.
However, the scenario is that in true agile form, there is bound to be delays in each iteration. As each agile team starts to work through and iterate on the change, often there are technical delays or that the team realizes that the scope of the project requires a longer period of time to deliver. As a result, it is common to delay the eventual initiative go-live. When there are several initiatives aiming to go-live prior to the December period, this becomes a peak change impact period for the business. This means that there are simply too many initiatives trying to launch at the same time, causing operational performance challenges and business risks.
So how has Company A managed this situation?
Data
Armed with the quantitative data of the impacts of every initiative, programs, projects and initiatives, the picture was clear in terms of what this meant to the business. The frontline staff, as well as team leaders of the frontline, will require significant time away from their normal duties to understand, digest and embed the various changes. This presents real challenges in terms of ensuring the right resourcing given the number of hours required to undergo changes. The business also has historical data of what happened last time this level of change had impacted the business and what this meant to business performance. The data also included the overall operational environment and any challenges including customer volumes, performance trends, etc.
Governance
A series of governance session was organized to zoom in on this specific scenario consisting of project delivery managers, change management, business leaders and other support professionals (e.g.initiatives risk). The session focused on discussing the various business risks and how to mitigate these risks, including prioritizing agreed critical initiatives, understanding sequencing implications, and de-prioritizing non-critical initiatives. With each meeting, there was also continuing delays for some initiatives (again, in true agile form). As these potential or actual delays were socialized and shared, stakeholders kept updating their plan of attack to ensure the was an effective way of managing the situation.
The role of the change practitioner
The change management professional’s role in this context is to lead and facilitate the discussion of the governance and stakeholders so that there is clarity of what the data is telling us, what options we have to deal with it, and agreed actions forward. Program managers play a role in sharing ongoing progress in initiatives. Business stakeholders also play a critical role in understanding, accepting and agreeing to any actions, as well as sharing any shifting business performance priorities. However, the change professional plays a key role as the core of the problem as about managing and coordinating the amount and pace of change at a given point in time.
The solution
There was a series of solutions proposed to manage this overall peak change period:
1) Less critical initaitives were either pushed out or stopped. This lead to various re-planning exercises
2) Higher priority initaitives were clarified and agreed
3) A set of communication and engagement actions were proposed to better engage the impacted teams to help them joint-the-dots around the myriad of changes and what these meant
4) Careful and continual monitoring and reporting of business performance was emphasized to track the outcome of the changes
The illustrated case for Company A is a very common scenario for a lot of organizations within an agile environment. Initiatives cannot operate in silos if we adopt a user-lens in managing change and the impacts of change. This case illustrates how critical it is to have strong data that tells a clear story of what is going to happen to the business and what it means. Data enables effective and strategic conversations. Data also provides significant power and value in putting change management at the driving seat of business management.
