Choosing a Common Language for Change

As human beings, we know that change is constant. What varies organizationally is how change is supported, talked about, and truly led. Individually, the impacts can vary widely and significantly as well. Without a shared approach, change efforts can feel fragmented: different leaders using different language, inconsistent expectations, and varying levels of support for people impacted by change.

At both of our organizations, as we started our change work, it became clear that we needed a common language and framework to create clarity, credibility, and alignment.

The Anchor

Both our organizations chose to anchor our change management approach in the Prosci Change Management methodology, including the ADKAR model and the 3-Phase Process.

Each change model comes with strengths, limitations, and underlying assumptions. What matters most is selecting a model that fits the organizational context, can be applied consistently, and supports both the technical and human aspects of change. Used this way, any chosen framework functions less as a prescription and more as a shared reference point supporting leadership accountability.

How We Use the Model and Incorporate Others

We use ADKAR as a consistent foundation that brings structure and discipline to change efforts. It gives leaders a simple, human-centered way to think about what people need in order to move through change. We've created additional, simple tools to help leaders think through multiple aspects of change, including key partners, communication, managing barriers and resistance, and reinforcing the change once implemented.

However, no single model fully captures the complexity of how people emotionally and psychologically experience change. Models such as Bridges’ Transition Model and Kübler-Ross’s change curve have been particularly helpful in supporting leaders to recognize that resistance, uncertainty, and emotional responses are not signs of failure—they are normal parts of transition. These models help leaders respond with empathy, normalize what they and their teams are feeling, and create space for open dialogue.

Leadership frameworks, such as LEADS, help to translate change management expectations into observable leadership behaviors. Outlining specific change capabilities as a core leadership capability helps to embed change in an organization's culture over time, and how it shows up in how leaders communicate, listen, make decisions, collaborate and evaluate projects.

Different Maturity Levels, Shared Learning

Anchoring in a model has been helpful, as well as, being able to understand our organizations' respective maturity in our change capability over time. It has helped us be more honest about where our organizations are—whether that means building foundational awareness, recalibrating after stalled efforts, or strengthening consistency across teams. It also sets us up to measure our change capability building efforts.

Through this journey we have focused less on “getting it right” and more on learning, adapting, and improving. So far, we've learned:

• A model provides structure and goalposts, while leaders still need to create trust and build psychological safety for their respective teams.

• Common language helps to provide a starting point, accountability, and consistency.

• Measuring organizational change management capability builds credibility and focus.

• When building change capability an anchor is useful, without being too rigid: additional models, can be useful in filling gaps and providing additional ideas on supporting teams through change.

  
  

In the next article, we will explore foundational change management education and training for leaders and staff.

References

Kübler-Ross Foundation. (n.d.). Change curve. EKRF.https://www.ekrfoundation.org/5-stages-of-grief/change-curve/

LEADS Canada. (n.d.). The LEADS framework. Canadian College of Health Leaders.https://cchl-ccls.ca/pld-leads/the-leads-framework/

Prosci. (n.d.). ADKAR model. Prosci.https://www.prosci.com/methodology/adkar

Prosci. (n.d.). Prosci 3‑phase process. Prosci.https://www.prosci.com/methodology/3-phase-process

Prosci. (n.d.). Using the Prosci maturity model. Prosci.https://www.prosci.com/blog/using-the-prosci-maturity-model

William Bridges Associates. (n.d.). What is transition?https://wmbridges.com/about/what-is-