by Tarran Deane

Stop the Change – Its Too Much, Too Fast – How to Overcome Change Fatigue & Ensure Psychological Safety

Shows two women enjoying a roller coaster ride as a symbol of fast change and psychological safety

How Psychological Safety & Engagement Drive Successful Change: An ADKAR Approach

Change is inevitable in any organisation, often driven by legislative updates, technological advancements, compliance requirements, and commercial-in-confidence business decisions. It impacts everyone—from the front line to the boardroom, suppliers to shareholders, and those tasked with preparing, managing, and sustaining change across the enterprise. Some changes are simply non-negotiable, meaning that employees may have to wait for information to be cascaded at the right time. If we’re not the ones getting the paycheck to make the tough calls, it can be frustrating—but this is where personal leadership has an opportunity to shine.

None of us should see ourselves as victims of change, but rather as participants, each with a role to play. Aligning to organisational values and representing them in our communities ensures that change is not just something we endure but something we help shape. How successfully change is adopted depends largely on how employees experience the process. Now more than ever, in this hybrid world, our response to everything else going on can have an accumulative effect on people. Corporate responsibility does not replace the need for individuals to take ownership of their own well-being and adaptability. Each of us has the opportunity to contribute positively, regardless of our role.

As leaders and change practitioners, we know that successful change isn’t just about mandates or strategy—it’s about how people experience it. Navigating uncertainty, managing expectations, and keeping people engaged are just as critical as the technical execution of change. By understanding how individuals move through change, we can better support them at each step. This is where the ADKAR framework provides structure, ensuring that employees don’t just comply with change but actively embrace and sustain it.

Two crucial factors—psychological safety and engagement—can significantly impact change success. When applied through the ADKAR framework (Awareness, Desire, Knowledge, Ability, and Reinforcement), these elements ensure a smoother transition, stronger adoption, and long-term retention.

 

“None of us should see ourselves as victims of change, but rather as participants, each with a role to play. Aligning to organisational values ensures that change is not just something we endure, but something we help shape,” – Tarran Deane

Awareness – Hello? Do you know what’s going on?

For the impacted: Surprise! Oh, you didn’t know about the changes, the new tech, the new legislation, the upcoming moves? Well, keep an eye out for all the touchpoints of communications that are coming your way, so you can learn more about why it’s happening, what it is, when it’s going to ‘land’ and stay on top of this stuff. I mean – expect change and be purposeful. Read the fast facts and respond to feedback requests.

For Change Leaders, Sponsors and Managers:

🚀 How to do it well: Clearly communicate the reasons for change through multiple channels (meetings, emails, town halls). Foster two-way communication by encouraging questions and discussions to address concerns early. Leverage digital tools to provide on-demand information for employees.

🤝 A word of encouragement: Change can feel overwhelming, but clarity brings confidence. When leaders take the time to explain the ‘why,’ it builds trust and helps employees feel secure in the transition.

🚨 Consequence if not done: Without awareness, employees feel blindsided and confused, leading to resistance, misinformation, and a lack of trust in leadership.

✅ Result: Employees gain clarity on the purpose and urgency of change.

Desire – We need your engagement | Are you willing?

For the impacted: Oh, you want life to stay the same? You don’t want any more change? Or could it really be that it all feels a little rushed, piecemeal and you’re just exhausted? I hear you,right? The rate of change can be tough on all of us, but if we can pace ourselves, and learn how to respond to it with a methodical, rational, can-do, ‘we’re in it together’ mindset and get the rest we need, then the way we engage with each other when challenges occur puts a little joy into the everyday.

For Change Leaders, Sponsors and Managers:

🚀 How to do it well: Align the change with the organisations’ values and learn how this change impacts employee personal goals and the current way of working. Recognise contributions, create involvement opportunities, and ensure leaders model genuine enthusiasm for the change. Weave it into the ‘way we work’ here and remember to celebrate milestones. Share those success stories to inspire early adopters.

🤝 A word of encouragement: People don’t resist change—they resist uncertainty. When employees see that change is for them rather than happening to them, they’re more likely to embrace it.

🚨 Consequence if not done: If employees lack desire, they may disengage, resist the change, or passively comply without genuine commitment, increasing the risk of failure.

✅ Result: Employees feel valued and motivated to contribute to the change.

 

“People don’t resist change—they resist uncertainty. When employees see that change is for them rather than happening to them, they’re more likely to embrace it,” Tarran Deane

Knowledge – Want to be safe? We need to ‘smarten-up’

For the impacted: I’m a fan of just-in-time-learning. Sure I want to know the training is there and available before go-live of a change initiative but let’s face it – sometimes project teams are still finalising the user testing before a new software or system is due to launch and the Change Manager is scrambling with the Org Development Team to have the eLearning finalised and released. The solution – multi-channel touchpoints for your stakeholders to dive in and learn, digesting what they need to know in real-time. So, when you see those invites come through – Attend the sessions. it will make your life easier.

For Change Leaders, Sponsors and Managers:

🚀 How to do it well: Provide interactive training, mentorship, and accessible learning resources. Normalise mistakes as part of the learning process and encourage peer knowledge sharing. Implement microlearning and just-in-time training.

🤝 A word of encouragement: It’s okay to not have all the answers. Change is a learning curve, and every step forward is progress. Creating a safe space to ask questions fosters confidence and competence.

🚨 Consequence if not done: Without proper knowledge, employees struggle to adapt, make mistakes, or revert to old ways, leading to frustration and decreased productivity.

✅ Result: Employees feel confident in their ability to develop new skills.

 

Ability – Willing and able, but do you have capacity for it?

For the impacted: All of us like to feel we’re in control of our day, but that’s not always possible. Many of you are working with non-negotiable scheduling and interdependencies. For many others though there may be the capacity to take back ownership of some of your hours and embargo your time.

How? Consider your available work hours and seriously consider blocking out a minimum of 10% of your work day to complete the learning, read the comms, practice the new required skill or way of working. If you do this, theoretically of a 38-hour week, working 52 weeks a year = 1976 per annum. Embargo 10%, being 197, hey, call it 200 hours. That’s your change buffer. Next time you’re asked to be on a reference group or participate in training consider, do you have available hours for that? And be okay with negotiating with your line leader, ‘in order to do this, what current priority would you like me to set aside’. You got this!

For Change Leaders, Sponsors and Managers:

🚀 How to do it well: Offer hands-on practice, real-world application, and coaching support. Ensure employees have the time and tools necessary to develop proficiency in the new way of working. Encourage managers to provide immediate feedback.

🤝 A word of encouragement: Progress, not perfection. Change is a journey, and each attempt moves the organisation closer to success. Encourage people to practice without fear of failure.

🚨 Consequence if not done: Employees may understand the change conceptually but fail to apply it effectively, leading to inconsistent results and operational inefficiencies.

✅ Results: Employees become more capable and empowered to execute the change.

 

Reinforcement – Don’t waste your time.

For the impacted: Everyone wants a return on effort and investment right? Even the project teams! Who wants to relearn stuff? And who wants to then have to engage with a 3rd party stakeholder and explain why this, whatever this is, is not continuing? Ahhh… no one likes to duplicate effort, or waste resources. So, let’s start with the end in mind. Be involved from the beginning without abdicating your calendar, personal responsibility or peace of mind and join with your colleagues in the change journey. You’ll be able to navigate the twists and turns, support one another if there are delays or challenges, and celebrate milestones, big and small.

For Change Leaders, Sponsors and Managers:

🚀 How to do it well: Continuously recognise and reward progress. Keep communication open, solicit feedback, and make necessary adjustments to sustain engagement and ensure long-term success. Embed the change into company culture through leadership behaviours.

🤝 A word of encouragement: Every milestone matters. Celebrate the small wins and keep reminding teams of the bigger picture. When people see the impact of their efforts, motivation stays high.

🚨 Consequence if not done: Without reinforcement, employees may revert to old habits, undoing progress and leading to wasted effort and lost momentum.

✅ Results: Change becomes embedded in the organisation’s culture.

And everybody feels like all of ‘this’ was worth it.

 

The Bottom Line | Stay safe out there people

For change to succeed, engagement and psychological safety must be present at every stage of the ADKAR model. Without these elements:

  • Employees stay silent instead of voicing concerns (low Awareness)
  • They resist rather than embrace the change (low Desire)
  • They hesitate to learn for fear of judgment (low Knowledge)
  • They struggle to apply new behaviours confidently (low Ability)
  • They revert to old habits due to lack of reinforcement (low Reinforcement)

By prioritising psychological safety and engagement, leaders can create an environment where employees feel connected, valued, and empowered—leading to smoother transitions, higher productivity, and lasting transformation.

 

“Change is challenging, but it doesn’t have to be isolating. With trust, encouragement, and clear direction, people will not only survive change—they will thrive in it, growing together, keeping their heads and heart, safely switching off each day,” Tarran Deane

Want to integrate this approach into your change strategy?

Whether you’re looking for tailored guidance, a fresh perspective, or simply want to explore proven methodologies, let’s connect on LinkedIn and follow our articles on www.tarrandeane.com. You can also dive deeper into practical change management insights through the curated Prosci® ADKAR resources below.

Curated Resources by PROSCI®

 

 

About Tarran Deane | Change Management Strategist in Australia

Tarran Deane is a Transformation Specialist and Senior Change Strategist renowned for helping organisations navigate complex transformations with structured planning, practical execution, and a touch of humour. Based on the Gold Coast, Australia she partners with organisations across the country and overseas bringing over 21 years of expertise in driving meaningful, measurable change that builds community and strengthens relationships.

As a PROSCI® enterprise certified practitioner and transformation specialist, Tarran works with leaders in the Government, Public Sector, Finance, Tourism, Health and Not-for-Profit Disability, Aged Care, and Community Services industries. She is passionate about building organisational agility, empowering leaders to eliminate fear, embrace sustainable change, and delivering outcomes that align with long-term goals.

Through a select number of engagements, Tarran delivers:

When she’s not consulting or facilitating, you’ll find Tarran cornering through the scenic hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster motorcycle, spending time with family and friends, or cheering for her favourite riders during the MotoGP season on Kayo.

Connect with Tarran today at TarranDeane.com or on LinkedIn @TarranDeane to explore how she can support your organisation’s transformation journey.

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