Understanding the Human Side of Change Management

I keep returning to Damon Centola’s research on how #change spreads. Not because it’s clever. Because it’s true. Centola found that change doesn’t move like information. You can’t push it through announcements or clever messaging. It spreads through behavior, #trust, and networks. He calls it complex contagion, and it tracks with what I see inside organizations every day. People don’t change because someone at the top says so. They change when they see people they trust doing something new. Then they see it again. Then maybe one more time. That’s when it starts to feel real. That’s when it moves. Here’s what Centola’s research shows actually makes change stick: - Multiple exposures. Once isn’t enough. People need to encounter the new behavior several times from different people. - Trusted messengers. It’s not about role or rank. It’s about credibility in the day-to-day. - Strong ties. Close, high-trust relationships are where change actually moves. - Visible behavior. People need to see it being done, not just hear about it. - Reinforcement over time. Real change takes repetition. One wave won’t do it. This flips most #ChangeManagement upside down. It’s not about the rollout or coms plan. It’s about reinforcing new behaviors inside the real social structure of the organization. So, if you are a part of change, ask your team and self: 1. Who are the people others watch? 2. Where are the trusted connections? 3. Is the behavior visible and repeated? 4. Are you designing for reinforcement or just awareness? Change isn’t a #communication problem. It’s a network pattern. That’s the shift. That’s the work. And that’s what I help teams build.

Last month, I was facilitating a workshop for a group of leaders on how to navigate and lead through change. At one point, someone posed an important question: “Where do you think leading change efforts usually go wrong?” It was asked with genuine curiosity and what was unique was that everyone in the room was a people leader, but just as importantly, they had all been on the receiving end of change themselves, as individual contributors, team members, and participants in past transformations, both good and bad. To harness all that insight, we ran a “pre-mortem” exercise asking: If this change were to fail, what would have caused it? What surfaced was a revealing list of frustrations and patterns ➡ ️ Formulaic Approaches That Ignore the Human Side: There was a general agreement that change frameworks and models can be useful, especially at scale and for organization. But when change becomes a checklist rather than a conversation, it feels mechanical. Because change is personal. People don’t experience it in uniform ways. If we don’t make space for the human reaction, we lose the heart of the effort. ➡️  The WIIFM Trap (“What’s In It for Me”)We’ve all been told to lead with benefits, but several leaders called out how this can backfire. When the “what’s in it for me” message is tacked on as an afterthought, or worse, spun in an obviously false way, it erodes trust. Authenticity matters. If the benefit isn’t real, or if it’s only framed from the organization’s perspective, people will feel it. ➡️ Compliance > Commitment: While it’s true that you can mandate behavior, you can’t mandate belief or commitment.  Many leaders described being in environments where the focus was solely on  compliance, mandates, policies, new systems rolled out with minimal dialogue.  The result? Surface-level adoption at best, quiet resistance at worst. Commitment takes longer, but it leads to energy, ownership, and sustained effort. ➡️The Say-Do Gap: This one came up a lot. When leaders say one thing but act differently, when behaviors, priorities, or incentives don’t align with the stated change,that sends a loud signal. People don’t just listen to what leaders say. They watch what they do. Have you experienced one of these failure points during a change effort? Or figured out a way to avoid them altogether? I’d love to hear what’s worked for you.

Too many organizations treat transformation as something to be done to their people. Rather than something their people are part of. This subtle difference matters a lot. In my experience, the most powerful shift comes when people start feeling like they belong to the change. How do you get there? → Clearly communicate the why behind every shift. People need purpose, not just direction. → Give teams a genuine voice. Let them shape the path, not just follow it. → Build ownership at every level. Empower leaders and frontline teams alike to champion and steer the change. When change is co-created, people become ambassadors, not obstacles. They feel seen. Heard. Included. That’s how you turn a top-down mandate into a shared movement.

Why SAP Implementations Feel So Hard for People? A customer told me something recently that I can’t stop thinking about: “Our people aren’t resisting SAP. They’re resisting feeling incompetent.” Most SAP projects don’t struggle because the software is too complex. They struggle because of what change does to people. For years, your team members have worked in familiar systems, with processes they know inside out. They feel: ✅ Competent ✅ Confident ✅ In control When a new SAP system goes live: Processes change. Screens look different. The sequence of steps they’ve mastered for years no longer applies. Suddenly: ❌ They feel unskilled. ❌ They feel slow. ❌ They feel exposed. They fear making mistakes in front of peers. They fear slowing down their team. They fear losing their value in the organization. It’s not resistance to SAP itself. It’s the fear of losing competence and identity at work. Why This Matters? We often say: “Change management is important.” But what we really need to acknowledge is: ✨ Change challenges identity. ✨ Change creates emotional discomfort. ✨ Change exposes fears people don’t say out loud. In every SAP project I’ve led, here’s what I’ve learned: ✅ Listening matters as much as configuration. People need to feel heard. ✅ Small wins rebuild confidence. Training shouldn’t just be functional but empowering. ✅ Pace matters. Change too fast and people shut down; too slow and momentum is lost. ✅ Leaders set the tone. If leaders show vulnerability, teams feel safer learning. ✅ Celebrate progress, not perfection. Encourage questions and acknowledge the learning curve. 💡 The Hard Truth: SAP implementations are not just about technology. They are deeply human journeys. We are asking people to let go of who they were so they can grow into who they need to be. That’s uncomfortable. And it’s where the real work of transformation lies. If you’ve led or been part of an SAP project: Have you felt this fear of “losing competence” yourself? Have you seen your teams struggle with the emotional side of change? How did you navigate it? Share your experience. Let’s have the real conversation about why SAP change is hard and how we can support people through it. #SAP, #ERP, #SAPImplementation #ChangeManagement, #DigitalTransformation, #BusinessTransformation #Leadership, #PeopleFirst, #GrowthMindset #teamASAR #ASARDigital

65% of AI & Tech Transformations Fail 🚫 Why? Because they forget one thing: People. I've spent 25+ years in healthcare leadership, and here's what I know: transformation fails when we forget the human element. Digital transformations often fall short of expectations. Why? Because we're solving the wrong problem. 7 critical shifts needed in 2025: 1/ From Tools to Trust ↳ Technology doesn't transform workplaces. People Do. ↳ Start with psychological safety and clear communication. ↳ Build trust before introducing new tools. 2/ From Training to Translation ↳ Stop teaching "how to use tools." ↳ Start showing "how tools improve lives." ↳ Connect every change to personal growth. 3/ From Metrics to Meaning ↳ Move beyond efficiency metrics. ↳ Measure impact on well-being and job satisfaction. ↳ Track how transformation enables better work-life integration. 4/ From Control to Collaboration ↳ Replace top-down mandates with team-led initiatives. ↳ Create innovation councils across departments. ↳ Let solutions emerge from front-line expertise. 5/ From Speed to Sustainability ↳ Stop rushing digital adoption. ↳ Build systems that support long-term resilience. ↳ Focus on sustainable change management. 6/ From ROI to Human Impact ↳ Expand success metrics beyond financial returns. ↳ Measure employee engagement and retention. ↳ Track improvements in work-life quality. 7/ From Digital to Hybrid Excellence ↳ Balance automation with human judgment. ↳ Preserve meaningful human interactions. ↳ Create frameworks where technology amplifies humanity. Real transformation isn't about adopting new technology. It's about enabling people to do their best work. In healthcare, I've seen both sides: - Teams that resist change because they don't see the "why" - Teams that embrace change because they shape the "how" The difference? Leadership that prioritizes people over processes. ♻️ Share if this resonates ➕ Follow Dr. Elise Victor for more.

Want to make people uncomfortable? Try this: "Hey everyone, we are rolling out a new <insert any change>." When organizations announce change initiatives most leaders immediately start thinking about training new systems, workflows and tools. They may even focus on new rules. This is not the most effective way to implement change. While some folks are ready to jump right in and adopt whatever it is, some need a moment. Before we start getting mad at the ones resisting, what if we took a moment to recognize that they aren't just worried about learning something new. They're grieving what used to make them feel capable, useful, and secure. It is an emotional journey for some. That old process was a comfort zone, a source of pride, a muscle memory they trusted. When it is torn away without making space for them to process and grieve, you won’t get instant adoption. If you are leading a change, ask yourself: 📌 What do you think people will miss most? 📌 How can we build visible closure around the ending, not just excitement around the beginning? 📌 What small, early successes can we spotlight to rebuild confidence? What would change if organizations treated grief for the old way as a normal part of progress, instead of a problem to fix? I would love to hear your thoughts. #Leadership #Learning #ChangeManagement #Empathy #Grief

Data tells you what happened. Emotional intelligence tells you what's about to happen. In 30 years of advising leaders through complex transitions, I've learned this truth:  Numbers matter, but people drive change. The most successful leaders aren't just analyzing spreadsheets.  They're mastering the art of reading the room. Here's what they understand about navigating change: 𝗧𝗵𝗲 𝗨𝗻𝘀𝗽𝗼𝗸𝗲𝗻 𝗗𝘆𝗻𝗮𝗺𝗶𝗰𝘀: ↳ Body language in board meetings ↳ Hallway conversations after presentations ↳ Energy shifts during strategy sessions ↳ Subtle resistance in team dynamics 𝗪𝗵𝘆 𝗧𝗵𝗶𝘀 𝗠𝗮𝘁𝘁𝗲𝗿𝘀: ↳ Changes fail when teams are not part of the process ↳ Innovation stalls when issues go unaddressed ↳ Opportunities are missed when signals are ignored ↳ Trust erodes when concerns are dismissed The real differentiator?  Leaders who can bridge the gap between data and human dynamics. They know that behind every spreadsheet is a team.  Behind every metric is a person.  Behind every change is an opportunity to build trust. Remember: In times of uncertainty, your emotional intelligence becomes your strategic advantage. #Leadership #EmotionalIntelligence #ChangeManagement #ExecutiveLeadership

Why Most Projects Fail (Before They Even Start) And how to give yours a real shot at success. We plan the scope. We track the budget. We obsess over timelines. But when a project tanks? It’s usually not the plan. It’s the people. Projects fail when communication ignores emotion. Even Project Management Institute and Prosci’s ADKAR model agree: You can’t execute change if people aren’t ready. And readiness isn’t about tools — It’s about preparing people emotionally, early and often. Why Change Fails (and How to Fix It): 1. You Forgot the Grief Curve ↳ Change = loss. Even good change. People go through denial, anger, bargaining, depression… then maybe acceptance. If you skip this, expect resistance. ✓  Fix it: Plan emotional milestones. Share early. Acknowledge the loss. 2. You Waited Until Kickoff ↳ If you're announcing change at launch, you're already behind. ✓  Fix it: Talk early. Ask: Who needs time to emotionally adjust? 3. You Spoke Fluent PM — Not Human ↳ “System upgrade” sounds harmless. “Your workflow is about to break” feels real. Fix it: Explain what changes feel like — not just what’s in the plan. 4. You Skipped the Bargaining Stage ↳ Pushback often isn’t defiance — it’s bargaining. People want a say. ✓  Fix it: Build real feedback loops. Inclusion = acceptance. 5. You Measured Progress — Not Readiness ↳ The tool’s live, but no one’s using it? They’re still grieving the old one. ✓ Fix it: Track emotional readiness like a deliverable. Use pulse checks and 1:1s. Bottom line: Change isn’t just execution — it’s emotion. If you want your next rollout to work, Don’t just plan the tech. Plan the trust. What’s one change that flopped because the “people part” got skipped? What would you do differently next time? 🔔 Follow Bob Roark for real-world ITSM leadership that includes people — not just processes. ♻️ Repost if you’ve ever seen a project fail after it was “done.” ✶✶✶✶✶✶ Want to go deeper? The Grove Method for ITSM Excellence outlines 7 core strategies I’ve used to drive alignment, adoption, and real results. 📘 PDF: https://lnkd.in/g2kUi-nH 🖨️ Print edition on Amazon: https://lnkd.in/dDkgHGcE ✶✶✶✶✶✶

Change isn’t just about strategy—it’s about people. Yet too often, leaders roll out new initiatives, restructure teams, or shift priorities without providing the necessary context, expectations, or support. The result? Confusion, frustration, and resistance. When change lacks clarity, it also lacks two key emotional intelligence competencies: 💡Empathy (Social Awareness): Leaders who don’t anticipate how change impacts their people miss the opportunity to address concerns proactively. Without empathy, employees feel unseen and unheard. 💡Relationship Management: Change requires trust, communication, and alignment. Without clarity, teams struggle to stay engaged, morale dips, and trust erodes. You know what else happens? Key contributors lose confidence when they no longer feel competent in their roles. People don’t resist change—they resist uncertainty. And uncertainty thrives in the absence of clear, emotionally intelligent leadership. And emotionally intelligent leadership lowers the threat threshold of their team. Before implementing change, ask: ✅ Have I clearly explained why this change is happening? ✅ Have I acknowledged the emotional impact on my team? ✅ Have I created space for questions and dialogue? ✅ Have I prepared proper training to support my team? Emotional intelligence isn’t just about staying calm—it’s about leading with clarity, connection, and care. Because when people feel informed and considered, they don’t just endure change—they help drive it. How have you seen EQ (or the lack of it) impact organizational change? Let’s discuss. ⬇️ #emotionalIntelligent #changeManagement

Years ago, a VP pulled me aside to ask me to lead a project to fix a UI issue for an internal tool that was already scheduled for a full redesign. He had heard from users that there was some friction when using the tool and cared about improving their workflow. What he didn't see: this 'small' change would require us to fundamentally rebuild how our reporting worked - 15-20k in vendor fee's and easily 100+ hours of work across multiple teams. What I didn't see: his stakeholders were hitting this friction point multiple times daily, and it was genuinely blocking them from doing their jobs effectively. Neither of us was wrong. We just had completely different information. Once we each shared our full context, the path forward became clear. We shipped a quick fix for immediate relief, then worked with his stakeholders to build the complete solution into new dashboards we had on our roadmap. 𝗧𝗵𝗶𝘀 𝗶𝘀 𝗜𝗻𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 𝗔𝘀𝘆𝗺𝗺𝗲𝘁𝗿𝘆 𝗶𝗻 𝗮𝗰𝘁𝗶𝗼𝗻. No-one has complete access to information. As new data emerges, stakeholders closer to the source adapt their requests. But without the proper framing, teams experience this as sudden priority shifts, unreasonable demands and poor leadership. The cost is larger than we realize - wasted resources, endless 'alignment' meetings, delayed projects, reactive project portfolios, and ultimately teams that lose confidence in their leadership and themselves. What information asymmetries are creating the most friction in your organization right now? #projectmanagement #changemanagement ##informationasymmetry ______________ Hi! I’m Bernard - 2-3x a week, I write about the messy, human side of project work and change management. I also occasionally share my thoughts on AI. If that resonates, feel free to follow or connect. I welcome new connections and perspectives.