The Human Side Of Change: What Is It + Why Does it Matter?

The human side of change refers to the emotional, psychological, and social factors that influence how people respond to change.

It matters because, organizations are made up of humans, therefore, human dynamics are at play whenever we gather. But more significantly, change amplifies.

Amplifies what, exactly?

Everything.

Change work stresses a system, and it stresses the parts in the system.

Some individuals, teams, and systems can thrive on this kind of novelty. They may experience change, even unexpected, big change, as an opportunity for growth and new experiences. Others may display flexibility and adaptability, and quickly adjust to new circumstances.

For some teams, change can spark creativity, leading some people to generate innovative solutions and ideas. Perhaps a sense of purpose and motivation may emerge, especially when we can perceive alignment with something bigger than ourselves, such as social or organizational goals. Sometimes change provides a chance to learn and acquire new skills, fostering personal and professional development. History shows us numerous examples of how change can bring people together to navigate challenges and implement new strategies.

However, some individuals, teams, and systems find change can be incredibly overwhelming. For varying reasons, sometimes people experience such significant anxiety during change work that they display trauma responses. Some individuals, teams, and groups aren’t able to tolerate or regulate through the frustration they experience when they’re faced with changes that seem disruptive or unnecessary. Sometimes, people respond to change with anger, either directed towards those initiating the changes or the circumstances themselves, or a longing for the past, accompanied by a refusal to let go of familiar routines and structures. In response to change, individuals may withdraw, seek security in isolation, demonstrate skeptical or cynical attitudes (rooted in distrust of the motives behind the changes).

In these cases, resistance (where individuals, teams, or groups oppose or push back against the proposed changes) is a common response. Resistance can take many forms, from passive resistance, such as ignoring or avoiding change, to active resistance, such as open opposition or sabotage. Resistance can slow down or derail change initiatives, leading to delays, additional costs, and missed opportunities. By addressing the emotional, psychological, and social challenges of change, we can reduce resistance, increase engagement, and achieve the desired outcomes.

All of these emotional, psychological, and social factors can be present during change work. It’s a wide range, and it’s all “normal” because it all has a reason and a place. However, these factors can be difficult to deal with.

Speaking on organizational leadership, one of the executive leaders I work with put it this way:

“The reason leadership work is so incredibly complex it not because of the higher finance or technical work, but because it is 100% dependent on human beings, and human beings are complex. They come to work with their worries, their joys, their fears, and their needs. When you have 125, 000 in one place, that is a lot of intricacy.”

Failing to address the human side of change when planning for organizational change can have significant negative consequences. Most obviously, that the hoped for change fails, but it’s the subtle loss of employee base and loss of trust that are lasting.

Addressing the human side of change requires an effective leadership practice, empathy, communication (which I’ll expand on in another post), and engagement skills, but the return on this investment is significant: you increase the right kind of urgency in the system, exactly what is needed for change work to be successful.

So, why does the human side of change matter? A career executive I’m fond of responded this way:

One of my biggest career learnings is don’t go past the human condition. It’s not that you have to bow down and never hold people accountable for their work, but understand that people are complex, and they all come together in this environment that can be extremely stressful. Sometimes the worst of the human condition can arise during chaos, and sometimes the absolute best can arise.

I agree.