Beyond the Theory: Real-World Change Management

Why did this topic pique our interest? In the world of Organizational Development, with all the various topics to consider, why focus on change management? Let us share with you our experience and perspectives on why change management has become central to our work as OD practitioners.

We are approaching this topic from two separate organizations, each at different levels of change maturity. Both organizations are undergoing significant transformation which has shifted the work of Organizational Development to prioritize change capability and supporting resourcing.

With a strong desire to support the organization through the transformation and a change management program in its infancy, it became essential to develop our strategy intentionally.  Change support can often feel like an afterthought or an intangible concept. At both organizations, we wanted to develop an approach that wasn’t just conceptual or theoretical, but one that included practical tools and resources that leaders would use.

The first consideration was who “owns” change management. Ideally change is integrated into all leadership competency models, as it is with LEADS. All leaders have a responsibility to lead change and to support their people through change as well. However, with a program in its infancy, and leaders with no bandwidth to consider change theory or concepts, we first needed to build awareness about the importance of change management and the desire amongst the leadership group to build this competency.

Starting with our executive leaders and cascading from there, we focused on building awareness of the importance of change management. Foundational education and shared experiences helped to gain buy-in from our most senior leaders. The education for all leaders focused on both how to lead change projects and how to support people through change, as well as tools to invite dialogue about change and the introduction of a change management model. Both organizations have focused on education, however different methodologies have been used combining micro learning, Prosci Change Management Certification, external consultants, mandatory training and toolkits. 

Research shows that without change management, organizations risk project delays, budget overages, rework, sustained drops in productivity, higher turnover, change fatigue, increased workload, stress, lack of engagement and loss of trust. These are really concerning risks, especially in healthcare, where the impacts can extend beyond employees to patient care and outcomes.

Successful change requires that people change. Psychological safety, trust and resilience-building are foundational to this process. When there is psychological safety and trust, people are more likely to respond positively and openly to change especially when there is uncertainty. Employees need to feel safe to express concerns, share feedback and ask questions – conditions that are only  possible in  psychologically safe environments.

Without trust you risk rumors, misinformation, and increased anxiety. In an environment where psychological safety is low you will have to create opportunities to increase safety and open communication channels. A safe and open environment creates the space for change to flourish. Employees feel that their wellbeing matters, there is a shared sense of values and goals are clear. Ultimately, this type of environment builds change resilience and commitment to change.

Given the complexity of building change capability in health organizations, this topic cannot be fully explored in one single article. In this series, we will reflect on our experiences and lessons learned across several dimensions of change management, including:

·       Introducing a change management model and foundational education

·       Shaping a culture that is change ready

·       Communication and feedback

·       Measuring Impact

·       Sustaining change practices

·       Lessons learned along our journey  

Change isn't a one-time event - it's a journey. We've laid the foundation by exploring why change matters. Stay tuned for our next article in the series diving into the fun stuff on change management models and foundational education.

References

Britt, T. W., & Jackson, J. J. (2022). Chapter 1: Defining resilience. In Handbook of resilience in military families (pp. 1–23). Oxford University Press. Retrieved from https://academic.oup.com/book/41117/chapter/350423743 

Canadian College of Health Leaders. (n.d.). The LEADS framework. CCHL. Retrieved January 5, 2026, from https://cchl-ccls.ca/pld-leads/the-leads-framework/ 

Edmondson, A. (2025, May). What people get wrong about psychological safety. Harvard Business Review. Retrieved from https://hbr.org/2025/05/what-people-get-wrong-about-psychological-safety 

Prosci. (n.d.). The costs & risks of poorly managed change. Prosci Blog. Retrieved January 5, 2026, from https://www.prosci.com/blog/the-costs-risks-of-poorly-managed-change