Change for the better?
The phrase “Nothing is certain except death and taxes” was invented by Benjamin Franklin in 1789 and has been repeated ever since. Franklin was right about death and taxes, but he had them in the wrong order. Taxes nearly always come before death – except Inheritance Tax, of course.
Change is indeed constant. Organisations must adapt to changing market trends, globalisation, and technological advancements. They must continuously revisit their processes, strategies, and culture – acknowledging the importance of consistency in introducing change has become a key to survival. However, implementing change is more than changing processes or structures - it's about changing people’s behaviour and mindset.
Trying to control events that are not within our control can make us feel like we are failing. Accepting there are situations outside our control will help us overcome negative emotions.
When faced with uncertainty, we tend to fall intothe trap of exaggerated thoughts, catastrophising, and negative self-talk:
“What if they don’t like my work?” “What if I’m wrong?” What if I lose my job?”
Turn these thoughts into “what is”: for example, “What is my plan B?”
Focusing on the plan and the present can help us calm our minds and become more centred [Bradberry, T., 2025]. Awareness is essential, so the first step should be to pause your thinking and recognise when your mind is going down a psychological black hole. By taking the viewpoint of an objective observer, you can recognise that failure is a possibility, rather than a certainty – and that you can take the initiative to improve your chances of a positive outcome.
Imagine that you have serious anxiety about catching COVID-19, and it’s now occupying all your waking thoughts. While it’s rational to recognise the risk of infection, you may quickly jump to the conclusion that you are infected whenever you feel a slight tickle in your throat, and then start panicking about how you are going to cope if you do get ill. When this happens, you can try to suspend judgement until you develop symptoms – the slight tickle in your throat may just be a false alarm. You could also remind yourself that your vaccination will significantly reduce the risk of severe symptoms and think about the ways you might ease your recovery if you do get sick.
The certainty paradox
This term means that we can only be certain that the future is uncertain. So how can leaders navigate the dilemmas of their roles, e.g. “How do I offer certainty when I don’t feel certain about anything myself?”
Research indicates that leaders often struggle with the certainty paradox for several reasons:
- Internalised narratives of leadership – leaders are trained to believe they must have all the answers and when they don’t, they feel a sense of threat
- The Human tendency to get into zero-sum (winners or losers) or scarcity thinking when under pressure
- Leaders are responsible for changing ideas, and employees for implementing them, so there is a conflict as employees generally want to maintain the status quo and leaders want to disrupt.
The situation then becomes either uncertainty or certainty / winners or losers – there’s no middle ground. What’s needed is how to live in both states and walk the tightrope of uncertainty with more confidence – this is called ‘Both/And thinking’.
The key is to shift the focus away from offering certainty (because you can’t), to offering a sense of ‘how we will cope’ - by creating narratives that address fear and are aimed at uniting in uncertainty. These are ‘coping-based’ narratives that shift attention onto resources that will help everyone – the individual, team, and organisation – get through the change. This can be facilitated by demonstrating the strength of resilience and just how much the organisation has going for it to help get through.
Better by change – not by chance
Whether change is good or not depends on the circumstances, but there are always options. Understanding how people may react to change can help leaders manage resistance and promote a supportive environment.
At the heart of successful change management is understanding that humans are naturally resistant to change. This resistance can stem from various psychological factors, such as fear of the unknown, loss of control, or the disruption of comfortable routines.
To overcome these barriers, it’s important to address the underlying psychological aspects of behaviour:
1. Open communication: Maintaining open lines of communication is vital. Regular updates, transparent explanations, and opportunities for feedback can help mitigate fears and uncertainties. For example, holding regular meetings or creating an internal change management newsletter can keep employees informed and engaged.
2. Empathy and support: Understanding employees' perspectives and showing empathy can go a long way. Providing support, whether through counselling services, stress management programmes, or simply being available to listen, can help employees cope with the emotional aspects of change.
3. Flexibility and adaptation: Being flexible and willing to adapt the change plan based on feedback and other challenges is crucial. This might involve adjusting timelines, providing additional resources, or revising strategies to better align with employees' needs and concerns.
Time to face the strange changes?
While change is inevitable, how you manage it can vary. Understanding how people may react to change can help leaders manage resistance and foster a supportive environment for change.
David Bowie’s track ‘Changes’ from his 1971 album 'Hunky Dory' encapsulates the essence of transformation, both personal and artistic, that defined his career – it’s a profound study of the inevitability of change and the importance of adaptability in a world that’s constantly evolving. His song challenges listeners to confront their transformations, urging them to “turn and face the strange…”.
This too shall pass
Change management is as much about managing people as it is about managing processes. By understanding the psychology behind behaviour change and applying practical strategies in the workplace, organisations can better navigate the complexities of change.
Building a compelling vision, involving employees in the process, providing adequate training and support, and recognising adaptation are all key to creating a culture that embraces change. Ultimately, successful change management is about creating an environment where employees feel valued, supported, and motivated to embark on the journey of change together.
Bowie’s words serve as a reminder that adaptation and reinvention are not just necessary for survival but are essential components of growth and self-discovery.
“There is nothing permanent except change” [Heraclitus, philosopher, 500 BC], so we should embrace it!
