The human side of change management
Change management isn’t just about process it’s about people
In this volatile and uncertain world, organisations are experiencing more change, more rapidly, than ever before - whether that’s new technology, adapting to hybrid working, shifting markets, restructures, mergers, cost pressures or changing customer expectations.
There’s no avoiding change and given constant transformation, multiple initiatives, restructures or changing strategic priorities - it’s no surprise that many workplaces are showing signs of change fatigue, and people run out of energy and motivation.
What matters is how we help people respond, adapt and stay connected as things evolve.
Change management is people management
Most change management advice focuses on the process: the steps, plans and frameworks designed to make it more efficient. But change that happens to people rather than with them rarely succeeds.
In this article, we explore the human side of change: why people react the way they do, how to spot fatigue before it turns into resistance, and practical ways leaders can help teams stay connected, motivated and resilience.
In the following articles we explore How to lead people through change: practical tools and tips and How teams lead change: building connection, purpose and resilience.
Why change feels hard
Everyone reacts differently to change; some feel energised by the opportunity, others feel anxious, resistant or simply exhausted.
Even positive change can feel uncomfortable. Our brains are wired to see uncertainty as a potential threat. When what’s familiar disappears, the nervous system reacts in the same way it would to physical danger; heart rate rises, focus narrows, and we look for ways to regain control. That’s why change so often triggers frustration, anxiety or exhaustion, even when the end goal is a good one.
The Change Curve, adapted from Elisabeth Kübler-Ross’s work on transition, helps us understand this reaction. People typically move through stages such as shock, denial, frustration, exploration, and, eventually, acceptance and commitment. But it’s rarely a straight line; everyone moves at a different pace, and people can loop back or pause at any stage.
For leaders managing change, the real value of the curve isn’t in predicting behaviour but in noticing it. How people respond to change tells you what they need.
How to use the Change Curve
Map where people are
Supporting people through change isn’t about pushing them towards change; it’s about meeting them where they are.
Take time to think about how different individuals or groups might be experiencing the change. Who’s excited? Who’s quiet? Who’s sceptical or anxious?
Plotting this can help you target the right kind of support and communication. You can even share the curve with them and ask them to talk about where they feel they are. When you do this as a whole team, and people can see how others are feeling it can create a sense of togetherness and support and open honest dialogue.
Dealing with resistance and change fatigue
Leaders often label resistance to change as negative and blame people for being difficult. When people push back against change, they’re often trying to regain control because they feel excluded, uncertain, or they’re tired of change.
When we understand that resistance usually comes from a place of self-protection, we can respond differently. Resistance tells you where people need more information, support or reassurance. When you listen and involve them, resistance becomes a valuable signal for where to focus your energy and empathy. Rosabeth Moss Kanter described ten common resistors, and many come down to unmet human needs: for control, clarity, respect and competence. Here are those common resistors and how to address them:
Loss of control. Change can make people feel they’ve lost autonomy over their work or role. Involve them early, give choices where possible, and show how their input shapes outcomes.
Excess uncertainty. Even an imperfect status quo can feel safer than the unknown. Provide clear information about what’s changing, when, and why.
Surprise, surprise! When decisions are announced suddenly, people feel blindsided. Share updates early and give time to prepare or respond.
Everything seems different. Too many changes at once can be confusing. Keep some familiar anchors: routines, language or rituals that create continuity.
Loss of face. People who shaped the “old way” may feel undermined. Acknowledge their contribution and frame the change as building on what’s already strong.
Concerns about competence. Change can make people feel unprepared or exposed. Offer support, mentoring and training to build confidence.
More work. Change always adds extra tasks at first. Recognise this openly, prioritise what really matters, and celebrate the effort.
Ripple effects. A shift in one area impacts others. Map out who’s affected and involve them before making decisions that ripple outward.
Past resentments. Old frustrations or failed projects can resurface. Address them honestly; demonstrate what’s different this time.
Sometimes the threat is real. When jobs, structures or investments are genuinely at risk, acknowledge it directly. Be fair, transparent and compassionate.
How to communicate change
Change is easier to handle when people feel safe, informed and included. Before you can move anyone through change, you need to build trust and psychological safety so people believe they’ll be supported. This is achieved through consistent, everyday behaviours:
Clarity. Be as clear about the why as you are about the what. When people understand the reason for change and the benefits it brings, they’re far more likely to engage.
Honesty. Share what you know and what you don’t. Admitting uncertainty builds credibility and keeps rumours at bay.
Involvement. Invite people to shape how change is implemented, even if the what has already been decided. Ownership builds commitment.
Empathy. Acknowledge emotions before moving to solutions. When people feel heard, they’re ready to move forward.
Practical tips for communicating change
Hold space for questions. Create regular drop-ins or open Q&As where people can share worries anonymously or openly.
Balance urgency with empathy. Change may be critical, but people move faster when they feel safe.
Name emotions. “It sounds like this feels frustrating…” helps people feel heard.
Recognise progress. Reward small acts of adaptability, not just big project milestones.
Check in on energy. Ask, “How’s everyone’s capacity right now?” — then listen and adjust workloads if possible.
Make communication two-way. Ask for reactions, feedback and ideas; share what you’ve done as a result.
Model calm transparency. Admitting you don’t have all the answers builds more trust than pretending you do.
Involving people in change
When people feel part of the process, they’re more likely to support it. When they feel excluded, resistance grows. Kotter’s 8 Steps for Leading Change remind us that successful change is built on involvement, not instruction and each step has a human side that matters as much as the process. Here’s how to use it to involve people with the change process:
Create urgency - Help people see meaning, not just metrics. Explain why the change matters and what’s at stake.
Build a coalition - Gather trusted voices from all levels, not just senior leaders. People believe people they know.
Communicate the vision -Tell the story often, in human terms. Connect head and heart.
Remove obstacles - Reduce anxiety by clearing practical barriers. Small frustrations can erode confidence fast.
Create short-term wins - Celebrate effort and small progress — it rebuilds energy and hope.
Anchor the change - Embed new habits through stories, recognition and reflection — make it part of how things are done.
What Change Models Remind Us About People
Every major change framework: Lewin’s Unfreeze–Change–Refreeze, Bridges’ Transition Model, ADKAR, or Kotter’s 8 Steps share the idea that change isn’t just a process, it’s deeply human.
Lewin teaches us to make space for unfreezing - helping people let go of old habits, assumptions and routines before expecting them to embrace new ones.
Bridges’ Transition Model reminds us that change is external, but transition is internal - it takes time for people to emotionally and psychologically adjust, even once the new structure or system is in place.
ADKAR shows that awareness and desire are as critical as knowledge and ability; people need purpose and motivation before process or skill.
Kotter highlights that lasting change depends on connection and belief — creating urgency, involving people in the vision, celebrating progress and anchoring new behaviours in culture.
These models are not checklists to tick off, they’re lenses that help leaders understand what people need to feel safe, motivated and involved. Used well, they build empathy, patience and better conversations and that’s where real change starts.
We can’t avoid change, but we can manage resistance and fatigue. When you make space for people to think, feel and contribute, you turn change from something that happens to them into something they help create.
Would you like to help your team lead and adapt to change?
At Growth Space support leaders and teams to make change human, through facilitation, coaching and resilience workshops.If you’d like to explore how to embed healthy, human change in your organisation - get in touch >
