Change is constant, and nowhere is this truer than in the world of business. It’s especially true as we navigate rapid digital transformations. Businesses that aim to stay competitive are forced to adapt continually.
However, constant change can sometimes overwhelm employees. This overwhelming feeling often leads to what’s known as “change fatigue”.
The Harvard Business School defines change fatigue as a “general sense of apathy or passive resignation towards organizational changes”. It’s as bad as it sounds. Change fatigue can lead to the team not working well together, reacting negatively to any new changes, and resisting new ways of doing things.
Understanding the onset of change fatigue
Change fatigue often begins to set in when employees feel that they’re continuously in a state of changing course, with no clear end in sight.
When many changes are happening at the same time, or one right after the other, it can feel especially overwhelming and intense.
Change fatigue is not just about the number of changes but also how these changes are managed. If initiatives are frequently started and then stopped without clear reasoning or communication, it can create distrust in the leadership and feelings of insecurity. This can make change fatigue even worse.
When things change at work, employees might find it hard to adapt. This can make them less productive and less involved in their work.
Conditions that cause change fatigue
Constant stream of multiple changes: If an organization is constantly implementing change, employees may find it difficult to keep up. Here are some examples:
A tech company introduces new processes and software systems every quarter without giving employees enough time to adjust, leading to confusion and fatigue.
A healthcare organization simultaneously implements new compliance regulations and organizational restructuring, causing staff to feel overwhelmed.
Sudden and unplanned changes: Sometimes changes come out of the blue, without any planning or warning. This can really throw employees off and create stress and confusion.
Poorly managed change initiatives: When changes happen at work and people aren’t told clearly what’s going on, it can make employees tired and frustrated with all the changes.
And when they’re tired of changes, they work less effectively, or they push back against them The result? 70% of organizational changes fail.
Lack of strategic vision: Employees may lose motivation if they don’t understand why changes are happening and how they relate to the company’s overall goals.
Changing team priorities without explaining why they’re important will lead to low team cohesion.
Economic and external factors: Occasionally, change is forced upon a company due to external circumstances. During the 2008 economic downturn, many companies had to implement rapid organizational change.
The pace and nature of these changes led to a reported increase in stress-related health issues among employees.
Impact of change fatigue
Change fatigue can really wear on different parts of a business, like how well people work and how happy they feel at their job.
Productivity drop: If things are changing all the time without enough help or training, people get mixed up and make mistakes. They don’t get as much done because they’re trying to figure out new ways of doing things.
Teams might not work well together: If people don’t know what’s going on, they might not trust each other as much. Working together becomes harder.
People might react badly: If everything’s always changing, people might just give up trying, or even start pushing back against new ideas.
Health and happiness could suffer: If things keep changing, it can really stress people out. There’s even research showing that people who feel this way a lot might get sick more often or feel burned out.
Proven strategies to combat change fatigue
Preventing change fatigue starts with adopting the best change management models and frameworks. Here are some strategies and models to consider.
Maintain trust and team cohesion
When people in a team trust each other and work well together, they’re more open to new ideas and changes.
Here’s how you can make that happen:
Building trust: Everyone needs to know that the bosses are looking out for them. So, the bosses need to tell people what’s going on and why, and be honest about what it means for everyone.
Strengthening the team: If everyone in the team gets along and helps each other, changes are less scary. Doing things like team games, working on stuff together, and just being nice to each other can make the team feel close and strong.
Lead with support: If you’re a new boss, show people that you care right away. Tell them what you’re thinking, do what you say you will, and make sure everyone feels like they matter and are heard.
Use the nudge theory
Nudge theory is a behavioral science concept that can be really helpful for managing change. It helps prevent change fatigue, which can occur when changes are too big or happen too fast.
Here’s a simpler explanation of how it works:
Make small tweaks: The main idea behind nudge theory is to make little tweaks that guide people to behave in a certain way. So, instead of making huge changes all at once (which can be overwhelming), you can introduce small changes gradually.
Let people adjust slowly: When changes are made gradually, it gives employees time to get used to each change. This way, they can learn new skills or get used to new ways of doing things one step at a time. It’s a lot less shocking than having to adapt to big changes all at once.
Keep making small changes: Nudge theory works especially well in a constantly changing environment. Making small, regular changes, can keep things moving forward without overwhelming your team.
In simple terms, nudge theory is all about making changes easier to swallow by breaking them down into smaller, more manageable parts.
Engage key stakeholders
For a change management strategy to succeed, involving key stakeholders is absolutely essential. Their buy-in and support can make a significant difference in the outcome of change initiatives. Here’s how you can achieve effective engagement with your stakeholders:
Stay in touch regularly: Make sure to keep stakeholders in the loop about the change process at every stage. This includes telling them why the change is needed, explaining how it will be put into practice, and outlining what outcomes you expect. By regularly updating them, stakeholders can stay engaged and invested in the change process.
Include them in the process: It’s important to have stakeholders as part of the planning and implementation stages of change. When they are actively involved, it can boost their feeling of ownership and commitment to the change initiative.
Listen to their concerns: Make a point of hearing out any concerns stakeholders may have and take steps to address these. Doing this can help to lower resistance and build their support for the change. It’s important to remember that managing change effectively isn’t just about putting new processes or strategies in place, it’s also about dealing with people’s worries and concerns.
Leverage proven change management models
Effective change management can be a powerful tool in combating change fatigue.
It helps employees navigate change, internalize new processes, and embrace, rather than resist, the transitions.
A variety of change management frameworks are available to guide this process, each offering unique benefits.
Here we’ll focus on two of the most common models: Lewin’s change management framework and the ADKAR change management framework.
Lewin’s change management model
Developed by Kurt Lewin, this model is one of the simplest, yet most effective, change management models available. It divides the process of change into three stages: unfreezing, moving, and refreezing.
Unfreezing: This stage involves breaking down the existing status quo before building new ways of operating. A real-world example might be a company realizing that its current operating system is outdated and no longer supports its business needs effectively.
Moving: This stage involves making the necessary shifts in processes, people’s behaviors, and corporate culture. For instance, the same company might implement a new software system and provide training sessions to help employees understand how to use it.
Refreezing: This stage aims at stabilizing the organization after the changes have been made. The company mentioned above might provide ongoing support to employees, address any issues arising from the new system, and encourage employees to incorporate the new processes into their daily work routines.
Following Lewin’s model allows you to manage change in a way that’s more digestible for your employees. This approach helps in reducing resistance and limiting the impact of change fatigue.
ADKAR change management model
The ADKAR model, developed by Prosci, offers another useful approach for managing change and mitigating fatigue.
It breaks the process of change into five clear steps: Awareness, Desire, Knowledge, Ability, and Reinforcement.
Awareness: The first step in managing change is building an awareness of why it’s necessary. For instance, a company planning to implement a new project management tool might explain to its employees why the current system isn’t effective and how the new tool will benefit them.
Desire: Creating a desire to support and participate in the change is crucial. The company might demonstrate the benefits of the new tool, like time savings or improved communication, to increase employee buy-in.
Knowledge: Employees need to understand how to change, which could involve training sessions, workshops, or one-on-one mentoring.
Ability: After gaining the knowledge, employees need to have the ability to implement the change. The company might offer a period for employees to practice using the new tool with support from the project team.
Reinforcement: The final step is reinforcing the change to make it stick. This could involve offering further training, recognizing employee efforts, or celebrating the success of the new tool.
The ADKAR model helps make change easier for your team. It helps explain changes and gives your team the support they need. This can make changes more successful and less stressful for everyone.
Plus, it can help stop people from pushing back against changes. This way, change fatigue is less likely to happen.
Ensuring sustained change
Continuous change without time to adjust can lead to change fatigue. To ensure sustained change, it’s essential to manage the pace of change.
Allow employees some time to adjust and become comfortable with new processes before introducing the next change.
Furthermore, provide training and support to enhance employees’ ability to navigate change.
A manager or leader should also acknowledge the efforts of employees in adapting to change, reinforcing positive behaviors and mindsets.
Finally, don’t forget to celebrate success. Recognizing milestones not only boosts morale but also helps cement the change, transforming it from a transient event to a part of the organization’s identity.
Conclusion
Managing change is a challenge for any organization, particularly in an era of rapid and constant change.
However, by recognizing and addressing change fatigue, applying proven change management models, and fostering trust and team cohesion, companies can reduce the negative impact of change initiatives on their employees.
It’s a continuous effort that can lead to greater success in implementing change and an enhanced ability for your organization and employees to not just cope with change, but thrive in it.
