Change rarely fails because of processes—it fails because of how we experience it.
When new structures, title changes, or role descriptions are introduced, the human factor is often overlooked.
But change affects more than just strategies—it also affects security, belonging, and freedom of action. In short, it affects people's professional lives.
What sounds logical in planning often causes friction in everyday life:
Expectations are not expressed, but assumed.
Roles change without any new orientation being established.
Communication takes place – but not always where it is needed.
Good change management does not begin with measures, but with questions:
How do we deal with uncertainty?
Where can resistance be allowed – and how can we use it constructively?
When and how do we communicate changes, both internally and externally?
Change succeeds when:...
people can get involved....
leadership listens instead of just directing....
control turns into trust—step by step.
Change is not just the end of something old, but the beginning of something new.
This beginning requires attitude and genuine commitment.
What experiences have you had with large or small changes? What helped you—and what was missing?
Feel free to share your thoughts with us in the comments!
For further information or individual consultations on this topic, please contact Tracy Schreiber tracy.schreiber@icunet.group.