Change is not a linear process and we should stop treating it as if it is...
Here are 5 ideas to help you manage change:
1. Change Happens in Loops, Not Steps
People move from excitement
“We are cracking it!”-->To Frustration: “Why is this so difficult?”---> and back again as new challenges or information pop up.
Progress also depends on local dynamics, leadership, and external pressures, where a person eager to “test the change in the programs I am leading” may later feel “this is too much to handle” when system constraints surface.
Remember, small system changes (new policy, new tool) can trigger ripple effects (bottlenecks, role confusion), shifting emotions from “excited” to “anxious”
2. Emotional States Are Signals
-Resistance: “Why do we need to lose time having these conversations?” may indicate conflicting incentives or structural friction, not personal reluctance.
-Anxiety and frustration: “This is too much to handle!” may signal unclear priorities or overloaded systems.
-Curiosity and excitement: “Let’s do it!” signals alignment between the change and what people need to do their work better.
Realize that emotions are system feedback, not flaws, telling you where to focus.
3. Change Depends on Context
Different teams experience different emotional situations
Some are “confident” and “playful,” seeing change as “fun but with room for improvement”, while others feel “sceptical,” “exposed,” or “vulnerable,” reflecting uncertainty or competing pressures.
Informal networks often spread these emotional signals faster than official channels, while external factors (market shifts, a merger) can move teams from “curious” to “anxious” in an instant.
4. Leadership Actions in Change
Observe the system: -Track emotional signals across teams, noticing patterns like repeated frustration or emerging confidence. -Identify where information flow or decision-making is causing friction.
Probe safely: -Encourage teams that are “curious” and “want to test changes” to run small experiments. -Use insights from emotional signals to adjust plans instead of rigidly pushing through.
Respond adaptively: -Amplify what’s working where people feel “inspired,” “confident,” or “energized.” -Address system blockers causing repeated “burnout,” “denial,” or “resistance.”
5. A Non-Linear Landscape
In real change: -Teams may feel “confident” in one area and “critical” or “perplexed” in another. -Individuals may feel “curious” on Monday, “frustrated” by Wednesday, and “playful” again by Friday as issues are resolved.
Remember, resistance often comes from real system conflicts, not a lack of will.
Our Practical Tips for Leaders, from our experince helping organizations:
1. Stop expecting uniform, staged adoption 2. Ask: “What in our system is creating this frustration or resistance? 3.
Don't default to label people as blockers 4. Support experiments to learn and adjust 5. Help teams see how their work fits into the bigger picture