It’s time to change change! Making the case for a human-centred approach

Lee Smith

Minutes
31 May 2024
Employee Engagement
Employee Experience
EX design 

Change is the only constant in life, a universal truth that resonates profoundly in the world of business. However, despite the inevitability of change and the fact that the pace of change is accelerating rapidly (according to Gallup, 85% of senior executives expect to see an ‘explosive’ increase in change projects over the next five years), many organisations struggle to manage it effectively and the failure rate for large scale change and transformation programmes remains woefully high.
We believe one of the main reasons for this failure is that traditional change management approaches prioritise processes, systems, and structures, relegating the human element to the sidelines. In today’s world of work, this just doesn’t cut it.

Thankfully, we are starting to see a paradigm shift in the way organisations approach change management. A growing body of research and practice advocates for a more human-centred approach that places people at the very heart of the change process.

This approach recognises that employees are not passive recipients of change but active participants whose engagement and commitment are critical to the success of any organisational transformation. 

This shift is the focus of our latest EX Space Bitesize course, An Introduction to Human-Centred Change, which is now available to our EX Practitioner and EX Professional members.
But why should organisations embrace human-centred change and how do you make it happen? Let’s delve deeper into the rationale behind this transformative approach and explore some specific models and strategies that underpin it.
Respect for the individual:

A fundamental principle of a human-centred approach to change management is the recognition of the inherent dignity and worth of every individual within the organisation. This principle aligns with the humanistic perspective, which emphasises the importance of treating people with empathy, respect, and compassion. It also fits with many organisations’ focus on Diversity, Equity and Inclusion (DE&I). Change is often painful and can be loaded with emotion, so it makes sense to start with a deep understanding of the impact it might have on individuals and, better still, to involve them in shaping the solution.

Approaches taken from positive psychology, such as the Appreciative Inquiry (AI) model developed by David Cooperrider and Suresh Srivastva, encourage organisations to focus on the strengths and positive attributes of individuals and teams, fostering a culture of appreciation and empowerment.  We know that change that builds on the best of what is and what can be, and that plays to the strengths of everyone involved, is far more likely to stick.
Engagement drives buy-in:

Central to the success of any change initiative is the active engagement and buy-in of employees at all levels of the organisation. Research has consistently shown that engaged employees are more productive, innovative, and resilient in the face of change. Models such William Bridges’ Transition Model highlight the importance of engaging communication, empathetic leadership and high levels of participation in change to mobilise support and commitment from employees.  Ultimately change should be done WITH rather than TO employees.
Build trust and credibility:

Trust is the cornerstone of organisational culture and forms the foundation for change. A human-centred approach to change management prioritises building trust and credibility by fostering open and transparent communication, involving those directly affected by the change in solution design, and demonstrating empathy and authenticity.  Applying approaches like Design Thinking to change is a great way to achieve this and ensure that change is genuinely co-created.
Resilience and adaptability:

In today’s unpredictable world, organisations must be agile and adaptable to survive and thrive. A human-centred approach to change management helps organisations build resilience by empowering employees to embrace change as an opportunity for growth and learning, rather than a threat to their stability and security. Approaches borrowed from the worlds of Agile, Lean and Design Thinking, which emphasise iteration, adaptation, collaboration, and experimentation, can be very effectively applied to change to increase the changes of success.
Sustainable change:

Sustainable change is not just about implementing new processes or systems but transforming the way people think, feel, and behave. A human-centred approach to change management recognises the interconnectedness of individual and organisational change and focuses on the psychology and behaviours of everyone involved.  Frameworks that emphasise a more behavioural approach include Dr Leandro Herrero’s Viral Change, which also highlights the importance of utilising organisational networks to create ‘tipping points’ where the changes become visible and sustainable across the organisation.  Combined with powerful analytical tools like organisation network analysis, which literally maps employees’ spheres of influence, this approach can be truly transformational.
Enhancing organisational performance:

Ultimately, the goal of any change management initiative is to enhance organisational performance and help achieve strategic objectives. A human-centred approach to change management is not only morally and ethically justified, but also strategically sound. By investing in the wellbeing, resilience and adaptability of their employees, organisations can unlock their full potential and drive superior business results.
In conclusion, the case for a human-centred approach to change is compelling and multifaceted. By prioritising the needs, emotions, and experiences of employees, organisations can build trust, foster engagement, enhance resilience, and drive real, sustainable change. From models like Appreciative Inquiry and Design Thinking, to unleashing the power of social networks, a wealth of frameworks and approaches now exist to guide practitioners in their journey toward human-centred change.