Why change feels so hard and how better comms can help
Change fatigue is nothing new in the modern workplace but it's rapidly evolving into something more troubling: change apathy. In a world of constant transformation (think: hybrid work, post-pandemic work changes, AI integration) many employees aren't just tired of change; they’re tuning out altogether.
Especially at the rate at which we implement change. In fact, recent research from Gartner reveals that organisations are now experiencing an average of 12 major changes per year, up from just two in 2016. But as the pace of change has accelerated, employee willingness to support these changes has plummeted—from 74% in 2016 to just 43% in 2022, and continuing to decline.
This isn't just a productivity issue. Change apathy undermines innovation, slows adoption, erodes trust, and creates a ripple effect across culture, engagement, and performance. So, now that we know why change feels difficult to implement… the real question is how comms can help?
The role of communication
Many organisations continue to rely on transactional, top-down messaging during times of change—briefings, bullet points, “need-to-know” updates. But in an environment where employees are overwhelmed, uncertain, and increasingly disengaged, information alone isn’t enough. What people need is context, clarity, and a sense of connection.
According to Kate Neilson from Mahlab, a more human-centred approach is gaining traction, named ‘belonging communications’. These comms go beyond informing employees of what’s changing. They help people understand why it matters, how it affects them, and how they can be part of the process.
Belonging communications prioritise:
Two-way dialogue instead of one-way directives
Curiosity and co-creation rather than control
Human language over corporate jargon
Shared ownership of outcomes, not just top-down mandates
Rather than focusing on simply landing a message, this approach aims to build trust and inclusion, giving people a sense of belonging in the future being created.
How do we get from resistance, to change?
Employees aren't inherently resistant to change. They’re often resisting the way change is being managed and communicated, so when communication is empathetic, clear, and inclusive, people are far more likely to engage, even when facing uncertainty. By creating space for participation, organisations can reframe change not as something that’s done to people, but something built with them.
To shift towards better change communication:
Listen first – Use surveys, listening sessions, and feedback loops to understand how employees are feeling and what they need.
Share the "why" – Connect organisational change to a clear purpose and to individual impacts.
Use plain language – Remove jargon and speak in a tone that feels authentic and respectful.
Encourage involvement – Create opportunities for employees to contribute ideas, pilot solutions, or shape the journey.
Communicate early and often – Don’t wait for all the answers before sharing updates. Transparency builds trust.
Organisations can’t slow the pace of change, but they can improve how people experience it. Better communication helps people feel included, supported, and motivated to move forward.
