Something you’ve probably heard or even seen on a LinkedIn post is, “The only constant is change.” But did you know it’s a tenet that’s usually attributed to the ancient Greek philosopher Heraclitus? So, it’s tempting to say that change has always been with us. And with technology driving ever-faster change, suffering from change fatigue has become a real thing that impacts work. So, how do you recognise change fatigue and what can we do about it?
What does change fatigue look like?
Change fatigue can manifest itself in a number of ways. People may complain vocally about changes, they might push back, they might react with cynicism, or they might express scepticism about the effectiveness and value of the changes. Stress, anxiety, and exhaustion are also symptoms. Perhaps the worst common reaction is apathetic acceptance — when you hear people say, “Yeah, yeah, just like the changes you made last year.” These people have tuned out. They don’t even resent the change. They simply don’t care because they don’t think it means anything.
What causes it?
Obviously, change. But it tends to be change that has not been well implemented. So, change that is poorly communicated, that doesn’t have a clear goal or obvious rationale, that comes with insufficient resources or support, and change without effective leadership. Too much change or change without end can be problematic, too. Here it’s notable that Heraclitus didn’t necessarily see change as a positive thing — rather, he often characterised it as the sort of permanent flux and uncertainty that many people today struggle with.
What are its effects?
Working in a long-term disrupted, disordered environment can be unpleasant and demotivating. You don’t know what is expected of you, goals shift constantly, and systems and processes cannot be relied upon to deliver. Uncertainty about everything from basic tasks to roles becomes the norm. In the medium to long run, change fatigue often means lower productivity, employee burnout, poor retention rates, and your company no longer being an employer of choice.
Engage with change positively and strategically
Because change makes us anxious, we have a tendency to either ignore it or take immediate action that is characterised by a flurry of knee-jerk activity. The former is likely to cause problems later, but the latter is likely to exhaust us (and is usually not very effective). So, you need to face into the change, but strategically. Gather as much information as you can, then take time to sit down and think about what the shift means for you and how you might deal with it. This is particularly important if you are managing a team. Really decode what the changes will mean for your people.
Explain what and why
Managers also need to help staff see the bigger picture. So, as a boss, you need to explain not only what is happening and how it will impact your team, but why. Will the changes help ensure the future of the business? Will they make work more efficient? Or are they a response to external events? And how do the big changes filter down to staff? If you are a boss, you need to connect the dots, so people don’t feel that changes are being imposed upon them for no good reason.
Make the case
Not all change is bad, and if it’s positive, you must explain this. You might say, “This way of logging tasks may feel more complicated, but, actually, it’s here to make your life easier. Sure, it’ll feel like a pain the first time you do it, but pretty soon you’ll be more efficient.” You need to get people to buy in by explaining what the benefits are. This is particularly true of complicated changes where the upsides may not be immediately obvious. Give team members a narrative they can get on board with. Remember, the world is full of examples of changes that people initially resisted but will now fight tooth and nail to defend.
Recognise that staff react differently
Perhaps surprisingly, it’s often not the big changes — like a merger or a takeover — that affect people the most. It’s often the smaller changes. Gartner found that smaller-scale, day-to-day changes, such as getting a new manager or new teammates, were 2.5 times more tiring than larger transformational changes. Here it’s also worth recognising that not everyone deals with change in the same way. While some people find it exhausting, others take it in their stride — and a minority of people genuinely do thrive in chaotic change. You cannot take a one-size-fits-all approach to change fatigue.
Listen to concerns
One of the biggest reasons people struggle with change is that they feel it’s being pushed upon them and that nobody cares what they think. You may not be able to affect what is happening, but you can listen to employees’ worries and try to reassure them. So put time in the diary to speak to staff about their concerns and questions. You may need to do this more than once. It can be a good idea to explain to people that they may have further concerns as changes are implemented and that you are available to talk to them about those. You may even want to run a series of meetings or workshops.
Work on your company culture
Not all organisations react to change in the same way. According to Gartner, organisations with high levels of trust and team cohesion have a significantly better capacity for change than those with low levels. If you manage a team (or are a senior manager), you have the power to affect these. Foster a culture of openness and transparency. Ensure people feel supported and have the resources (such as training) to cope with change. Heraclitus is also thought to have said, “Everything flows and nothing stays.” As a manager, your job is to ensure your staff can navigate the flow — so they don’t get swept away by it.
Rhymer Rigby is a business writer and columnist. To comment on this article or to suggest an idea for another article, contact Oliver Rowe at Oliver.Rowe@aicpa-cima.com.
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