We’ve all been there–suddenly faced with a whirlwind of change at work, whether it’s an updated process to follow, a new tool to learn, or even a new job to adjust to. Change isn’t just happening–it’s relentless. And yet, despite it being such a constant, 70% of all change initiatives fail.
The Reality of Change
We’ve all read articles or seen those clean, 5-step change management models—identify the problem, ideate, announce the solution, and implement it. Sounds easy enough, right? Wrong.
The truth is, change rarely follows a straight line. I like to think of it less like a checklist and more like a roller coaster. There are ups, downs, twists, and turns, and at any point, someone on your team might jump off the ride. The messiness of change isn’t talked about nearly enough.
At its core, managing change is about managing people’s emotions and reactions. Every single person reacts differently to change, and that’s what makes it so tricky. Some of us embrace it with excitement, while others feel worried, anxious, or even resistant.
The reason 70% of change initiatives fail isn’t because we’re bad at our jobs or because the changes weren’t needed. It’s because we mismanage how we handle the emotional rollercoaster that comes with change. You announce a change, only to have it misinterpreted by half the team. You implement a new process, and instead of things running more smoothly, people push back, resist, or abandon the change altogether.
Cycles of Change: Forming, Storming, Norming, Performing
The classic model for managing team dynamics through change is a model of team development established by psychologist Bruce Tuckman, which outlines a circular cycle to change. But even this isn’t a one-way journey. Teams cycle through these stages repeatedly. I’ve reworked his original model below to visually demonstrate the looping, repetitious cycles of change:
In the Forming stage, people are figuring out what’s happening and where they fit in, looking to their leaders for direction.
Then comes Storming. This is the toughest phase—where people actively resist the change, either out loud or internally.
Eventually, if managed well, the team moves into Norming—where they start to align on the new normal. Teams may move through multiple Norming cycles, or even loop between Storming and Norming multiple times.
Finally, Performing. This is where the magic happens. The team is firing on all cylinders, not just accepting the change but thriving because of it.
I recently had the opportunity to dive deep into these themes at The Bureau of Digital’s PM Summit. My keynote focused on how change management shapes outcomes, using real-world examples, including some discussed in this blog.
Transforming Change into a Competitive Advantage
If managed well, change doesn’t have to be something you just survive—it can become a competitive advantage. But how do you do that?
- Foster a culture that embraces change. This starts from the top down. When your leadership team is transparent and supportive, it trickles down to every level. People feel safer to embrace change rather than fear it.
- Balance structure with flexibility. Too much rigidity and your team will resist change. Too much flexibility and chaos ensues. The sweet spot is somewhere in between—a balance that allows for adaptation without losing direction.
- Treat people like people. This sounds obvious, but it’s often overlooked. Change is hard, and we all want to feel like we belong. Create a culture where psychological safety is prioritized, where people feel comfortable voicing their concerns, and you’ll have a team that’s more resilient in the face of change.
This list might feel obvious–on paper, these are easy to follow. But they’re increasingly more challenging in day-to-day, real-world scenarios, which I’ll be discussing live at The Bureau of Digital’s PM Summit.
If there’s one takeaway from my experience, it’s this:
Clarity is key. People want to know why they’re being asked to change, how it benefits them, and what they need to do to succeed. Miscommunication is one of the biggest reasons change efforts fail. So, communicate clearly, often, and with empathy.
At the end of the day, we all just want to belong—to feel supported, understood, and safe. And if you can provide that, you can turn the chaos of change into a source of collaboration and success.
So next time you face change—remember, it’s not just about managing the process, it’s about managing the people.
