Creating a Culture of Change – Trick or Treat?

Connecting people to a new way of working, whatever the context can be tricky. Everyone is different and no two people handle or navigate change the same way. Some may treat it like Halloween: A trick or a treat – depending on their previous experience and their psychological disposition towards change.

It’s not enough to write the vision or the business case. People underpin the success of adoption, usage and proficiency.

A strategic change management plan anchored in the overall vision and values of the business can bring together the pieces of the puzzle providing clarity, direction, and alignment across teams regardless of size or industry, benefits from a plan that

The Opportunity for Leadership

Leading change is more than reacting to events as they unfold and ‘dealing with’ (intentional phrase ) that technology scope creep. It’s also proactively planning for eventualities and highlighting risks for decision-makers that position the entity, business and service to make a positive difference.

As leaders, we have the privilege, and responsibility, to inform, inspire, equip and empower our teams by building an environment that fosters innovation, diversity, equity and belonging. Where trust is present and promoted, comprehensive change management approaches that clearly outline goals, timelines, roles, and responsibilities are more meaningful and will highlight a way forward.

This isn’t just for top executives; personal leadership at every level contributes to successful outcomes.

All of us have biases. Our behaviours play out at work and at home. Focusing on work, if you’re a middle manager with a bias towards ‘this will never work’ or ‘it’s someone else’s problem to deal with’, bravely I suggest… you’re at risk of becoming stuck.

Chip Gaines, co-founder of Magnolia and star of Fixer Upper alongside his wife Joanna Gaines, is well known for his values-based approach to business and life, often speaking about change, growth, and perseverance. Here’s a quote from him that reflects his philosophy on embracing change and maintaining a growth mindset:

“The hard work puts you where the good luck can find you.” – Chip Gaines

This resonated with me strongly and led to me incorporating Waco Texas in my Values-Based Leadership Immersion Pilot Trip to the USA. Joined by coaching client and NFP Executive Linda Taylor we visited Zappos [an Amazon Company], Mobile Loaves & Fishes Tiny Home Village in Austin, Fort Worth Historical Centre and Magnolia Silos.

Chip Gaines is a strong advocate for hard work, resilience, and personal growth, rooted in his values of faith, family, and integrity. His journey with Magnolia, starting from a small business to becoming a household name, has been built on embracing change and continuously evolving both personally and professionally. He and Joanna focus on creating spaces and opportunities where people can flourish, always driven by the belief that hard work and intentionality lay the foundation for long-term success.

Chip’s approach to growth and change is about not being afraid of challenges or setbacks but seeing them as opportunities to learn, adapt, and grow. This aligns well with the growth mindset concept—constantly learning from failures, staying open to new possibilities, and letting values guide decision-making processes.

This quote, and his work ethos, highlights the importance of consistently showing up, embracing change, and trusting that with dedication, opportunities will arise, reflecting the principles of values-based leadership and growth mindset.

Let’s take a look at three #casestudies where culture influences change outcomes:

• Case Study 1 – IBM | Culture transformation and workforce reskilling
• Case Study 2 – Microsoft | collaboration, innovation and inclusivity | Growth Mindset
• Case Study 3 – Aged Care and Disability not for Profit Sectors | Transforming culture

 

Case Study 1 – IBM | Culture Transformation and Workforce Reskilling

“Growth and comfort do not coexist.” – Ginni Rometty

During Ginni Rometty’s tenure at IBM, the company had a strong focus on change management, especially as it underwent significant transformation under her leadership. IBM shifted its business model from traditional hardware and services to focus on emerging technologies such as cloud computing, artificial intelligence (AI), cybersecurity, and quantum computing. Such large-scale shifts required a dedicated change management strategy to ensure successful implementation and employee buy-in.

IBM had a dedicated change management function to manage these complex transitions, which involved structured programs to address employee concerns, resistance, and adoption of new technologies. The company has long used formal change management methodologies, such as the PROSCI® ADKAR model, to navigate changes across its global workforce and operations.

IBM remains a technology giant, but its focus has shifted from the consumer tech space to serving enterprise clients through advanced cloud computing, AI, and quantum computing solutions. While not as visible in the consumer tech market as companies like Apple or Microsoft, IBM is still a major force in industries that require high-complexity, high-security, and large-scale technology solutions

Case Study 2 – Microsoft | Collaboration, innovation and inclusivity | Growth Mindset

“At the end of the day, you bet on people, not on strategies.” – Kathleen Hogan, Chief People Officer under Microsoft CEO Satya Nadella’s leadership.

This quote reflects a strong emphasis on valuing people and understanding the impacts when navigating change.

Microsoft has a dedicated focus on change management as part of its #enterprisetransformation and customer solutions. #Microsoft integrates change management into its internal operations and its clients’ services, recognizing that successful technology adoption requires effective people-centric change strategies. Here’s how Microsoft approaches change management:

Microsoft  Internal Change Management

Microsoft has undergone significant internal transformation over the years, particularly since Satya Nadella became CEO in 2014. His leadership brought a cultural shift toward collaboration, innovation, and inclusivity. Kathleen Hogan, as Chief People Officer, has been instrumental in driving these changes. The internal change management team focuses on:

• Cultural Transformation: Promoting a growth mindset, encouraging learning, and embracing failures as part of innovation.
• Digital Transformation: Managing employee transitions to new technologies, cloud platforms, and digital tools.
• Workplace Flexibility: Adapting to hybrid work environments and creating inclusive and supportive policies for employees.

• Change Management Frameworks: Microsoft uses best practices, including change models such as #PROSCI®, to help clients plan and execute large-scale technology changes.
• Partnering with Change Leaders: Microsoft often collaborates with third-party consultants and change management professionals to assist enterprises in adopting digital tools.

Microsoft does have a robust approach to change management, both internally and externally, offering clients tools, strategies, and guidance to ensure successful technology adoption and digital transformation.

It always comes down to people.

Case Study 3 – Aged Care and Disability Not for Profit Sectors

Patricia Sparrow, a well-known leader in the aged care sector and former CEO of Aged & Community Services Australia (ACSA):

“We must continually strive for a system that supports not just care, but dignity and quality of life for our elderly and vulnerable.” – Patricia Sparrow

Patricia Sparrow has been a key advocate in the aged care sector, particularly in the wake of the Royal Commission into Aged Care Quality and Safety 2021 and the Royal Commission into Violence, Abuse, Neglect, and Exploitation of People with Disability (since 2019 – ongoing). These commissions uncovered significant failings in the care provided to older Australians and younger people with disabilities, leading to a strong push for systemic reform.

During her leadership at ACSA, Sparrow highlighted the need for a complete overhaul of the system to focus on quality, dignity, and respect, rather than just basic care. The Royal Commission into Aged Care brought to light issues such as underfunding, workforce shortages, poor-quality care, and neglect. Sparrow’s advocacy emphasized the importance of investing in a well-supported, properly trained workforce and creating environments where vulnerable individuals, particularly the elderly and those with disabilities, can live with dignity.

The Royal Commission reports led to widespread acknowledgement that change management in this sector is not just about meeting regulatory requirements, but also about transforming organizational culture. This involves implementing new care standards, improving training, and incorporating technology for better service delivery while always centring on the dignity of the individual.

Connection to Change Management:

Like change management efforts seen in tech companies like IBM and Microsoft, aged care and disability service providers now face the challenge of adopting reforms following these Royal Commission findings. These reforms require strategic change management to:

• Align care values with new regulatory frameworks.
• Implement new technologies (such as electronic health systems) to improve care oversight.
• Train and support a stressed workforce while managing resistance to change.
• Address stakeholder concerns, including those of residents, families, and regulatory bodies.

In this context, leaders like Patricia Sparrow advocate for a human-centred approach to change, ensuring that both staff and residents feel supported during these transitions. The focus on dignity, respect, and quality of life reflects a deeper, values-driven approach to change management in the aged care and disability sectors, aligning with the emotional and ethical considerations highlighted in the Royal Commission.

The Challenge Questions for You

I’d like to ask you a few questions and extend a challenge:

1. Do you know the cyber security constraints in your organisation and whether they will allow you to use a cloud-based Portal e.g. PROSCI® #Proxima or the #ADKAR Dashboard?While there are a range of change management tools on the market and offline spreadsheets, this suite of PROSCI® change resources have been simple and unsurpassed in my view. Offering the ability to create groups by work unit or teams etc ADKAR cloud-based #employeesurveys can be deployed at intervals throughout the project and change #lifecycle. It is possible to demonstrate with your change champions or relevant stakeholders the cumulative shift for impacted individuals / teams revealing hotspots where more care and attention is required. #Microsoftforms can’t do that.If they do, PROSCI® Change Managers are off to a headstart.If they don’t, Change Managers will have to work even harder to capture data and ensure voices are heard in a consistent way, at each and every stage of the project to map progress within their organisation. Established ICT, EPMO, and ECMO departments may be able to assist with alternatives or enquiring about the cloud-based tools e.g. PROSCI® Enterprise Licensing. Oh, and by the way, I’m not an affiliate. I’m a fan of excellence, progress and safety and find these resources a brilliant companion when working on projects and people and culture initiatives.

 

2. How detailed and adaptable is your change management plan?A good plan is a living document, bedded in the business case and organisational values. It has a clear target audience i.e. reader. It adapts and evolves as the organisation moves through different phases of change. The real test of a plan’s value isn’t its existence but its review and execution. Ask yourself—can your change team follow the plan under pressure, or does it fall apart when obstacles arise?

Empathy: The Struggle is Real

I’ve seen organisations launch multiple change initiatives with enthusiasm, only for them to falter because the plan was either too rigid or too vague, or the most common, not read and/or under-resourced for the scale of the change. Both are disheartening and erode confidence in the way changes roll-out in the workplace. It’s not about blaming but learning and bravely qualifying expectations and quantifying capacity to meet those targets.

Without a roadmap, it’s easy to lose direction, especially when things get tough. The key is to build a plan that not only sets a clear direction but also allows for flexibility in the face of challenges. I understand how difficult it can be to get buy-in from every stakeholder and to align their diverse interests.

A Way Forward: Building a Change Management Plan

Make change less scary for people. Create an effective suite of change management plans, start by addressing the following elements:

1. **Clear Objectives**: Begin with a strong vision. Define what success looks like for your organisation. These objectives should align with your #strategicgoals and be both measurable and adaptable. Ensure your #BusinessCase and #Projectscope are made available to your #ChangeManagers and #ProjectBoard keep working closely with your Senior Responsible Officer, Executive Sponsors and Project Managers.
2. **Stakeholder Mapping**: Identify who will be impacted by the change and map out their roles and the degree of #changeimpact. Engage them early in the process to ensure you address their concerns and gain their support. This #engagement is particularly advantageous when researching the #feasability of a change initiative before the decision is made to go ahead with it. End users and #subjectmatterexperts can provide valuable insights on a pathway or provider that informs decision-making and minimises resistance to enhance #userexperience (#Ux) and #customerexperience (#Cx) outcomes.
3. **Communication Strategy**: A key part of your plan should involve a robust communication strategy, with clear roles and responsibilities (beyond the writing task) that ensures all parties stay informed throughout the change process.Using the PROSCI® CLARC Model, consider the roles of Communicators, Liaisons, Advocates, Resistance managers and Coaches. I call them my CLARC Kents or #changesuperheros. Single change managers can’t do everything without something giving way. If you are the change manager, keep drawing in your leaders and developing the Change Champions Network.Clarify who’s on your comms team: Corporate Affairs, frontline support desk, departments and reception? How will you convey important messages? How often will you check in with your stakeholders? Where is the plan document held – #Microsoft #Sharepoint #Teams #offlinedrive #Confluence #Atlassian? Are permissions set correctly? What are the approved naming conventions to make searchability a breeze?I loved my colleagues in Corp Affairs at CSIRO, especially Sally Crossman who worked tirelessly with passion, finesse and humour on one of the toughest projects we’ve rolled out, and rolled back.
4. **Training and Support**: Plan for ongoing training to help employees develop the necessary skills and confidence to embrace change. This is critical for sustainable adoption of new systems and processes and significant change may well take 9 months – 3 years to be embedded due to the behavioural change required as a result of significant process, system or location changes. It becomes tricky if there is a rushed go-live after final system testing and no opportunity to pre-release sessions to a broader audience before expected adoption kicks off. Some folks may feel spooked by this as it is not a comfortable way of working. If you need to publish it, ‘near enough and out there’ with a scheduled version 2 training update can prepare the way in fast-paced environments.As Eleanor Roosevelt said, “you must do the thing you think you cannot do.”
5. **Monitoring and Adaptation**: No plan is perfect from the start. Regularly schedule feedback gathering sessions and / or participate in Project Board Governance (if permitted) or attend #Projectstandups and #scrums.These channels enable you to monitor progress against the plan using tools like #Atlassian #JIRA #MicrosoftForms #interactivesurveys #meetingminutes #pageviews, page likes etc. and be ready to make adjustments as you receive feedback from your team and stakeholders.Formal inhouse #eLearning metrics can also be provided by your Learning and Development Team (if your business has one) or completion rates for off-the shelf programs.

Hot Topic Scenario: When your change timeline is rushed, quantify the effort required.

A significant challenge many organisations face today in their #projects is #scopecreep as a result of ‘things’ not panning out the way they were initially documented. This could be faulty baselines, narrow #businessanalys #situational #political #environmental factors or system, technology or infrastructure shortcomings.

If you’re concerns are not being actioned and you feel compelled to run with particular timelines that don’t sit well with you continue to act with integrity, ensuring you’ve conveyed the important elements, knowing ultimately, some decisions are out of your remit.

A change management plan can’t cover every scenario. That’s simply unrealistic.

Psychologically, several cognitive and neural factors influence how people engage with a significant change in the workplace, no matter how well-written your change plans are:

• Cognitive Dissonance: When change disrupts routine, employees experience discomfort as their beliefs or actions conflict with the new direction. They may resist change to reduce this dissonance.
• Neural Pathways: The brain forms habits through repetitive behaviours. Change challenges these established neural pathways, creating initial resistance as the brain adjusts to new patterns.
• Fear and Uncertainty: The amygdala, which processes fear, becomes activated when people feel unsure about a new situation. This can trigger fight, flight, or freeze responses, leading to reluctance or avoidance.
• Cognitive Load: Changes that require significant mental effort can overwhelm employees, especially when juggling multiple tasks. Simplified, clear communication and training reduce this cognitive overload.
• Loss Aversion: Psychologically, people fear losing something they value more than they desire gains from the new change. This emotional bias can cause reluctance to adopt change.

Quote:

“The greatest danger in times of turbulence is not the turbulence—it is to act with yesterday’s logic.” – Peter Drucker

 

Instead, taking into account the following:

• Current state (as is) (today) vs. Future state (to be) (tomorrow) for each work area depending on the scale of the change and leverage the PROSCI® ’10 Aspects of a Person’s Job Impacted by Change” checklist. It’s a personal favourite.
• Shared values, cascaded across the business (not separate ones for each work area)
• Strategic plan of the organisation
• Operational plan for the department/business unit
• Cascading down to the work area
• Cascading down to personal responsibility within an individual role and performance appraisal

your planning for change needs to reflect the nature of your workplace, dynamic requirements of the change initiative, and complexities of managing teams, both remote and in-person, with quantifiable available (hu)man-hours.

This involves creating adaptable schedules, ensuring seamless technology integration, and offering flexible working arrangements while maintaining productivity and engagement. Incorporating these factors into your plan will increase the likelihood of a successful and smooth transition to hybrid work.

Working together, and hard, can be fun when you’re moving forward.

Call to Action

Now is the time to build a change management plan that truly works for your organisation.

Take a step back and ask yourself,

• Are our organisational values referenced in the workplace as a behavioural measure that supports the way we do change?
• Is our change approach directly aligned to our overall business case?
• Are our plans textbook paperweights or clear, flexible, and actionable?*

If not, take the time to revisit and refine it. Progress over perfection. Near enough, excellent and out there is better than 90% done and stuck in a drawer. Momentum matters.

Communicate with your immediate team regularly. They won’t feel tricked or spooked.

The plan – and the relationships – you build today will shape the success of your change tomorrow.

Looking back they’ll remember how you TREAT-ed them!

 

About the Author | Tarran Deane

Tarran Deane is a leading change management strategist and advisor, helping organisations navigate the complexities of transformation with thoughtful planning and execution, humour and enthusiasm. As a PROSCI-certified practitioner, she empowers leaders to create sustainable change that delivers measurable outcomes. Find out more at TarranDeane.com or connect with her on LinkedIn @TarranDeane.