Why Communicating Change in Organisations is So Hard

Change is the one constant in modern organisations. Whether it’s new systems, restructured teams, or shifts in strategy, leaders often believe that if they clearly communicate why change is happening, people will embrace it. But as anyone who has worked through organisational transformation knows, it’s not that simple.

The truth is, the hardest part of delivering change isn’t crafting the strategy or writing the perfect email - it’s addressing the personal impact on every individual involved. Every change, no matter how logical or well-intentioned, is experienced on a deeply personal level.

The Snowball Effect of Change Angst

When people feel the impacts of change personally - whether it’s uncertainty, disruption to their routines, or fear of failure - it can create angst. Left unchecked, that angst starts to snowball. Suddenly, even unrelated changes or simple requests are viewed with suspicion, doubt, or even outright resistance.

This is why change communication feels like running uphill. It’s not just about addressing the rational arguments or providing clarity; it’s about acknowledging and navigating the emotional undercurrents that come with change.

Behavioural Change Needs Patience

As Richard H. Thaler and Cass R. Sunstein write in Nudge:

“Good decision architects know that small and seemingly insignificant details can have major impacts on people’s behavior. A well-chosen nudge can make a difference without limiting freedom of choice.”

This reminds us that change isn’t about forcing compliance, it’s about carefully designing an environment where people can adapt at their own pace, with the right support and encouragement. Leaders need to consider how behaviours can be guided thoughtfully, and importantly, with patience.

It’s Not Personal - But It Feels That Way

One of the most challenging aspects of leading change is facing negativity. When employees are upset, frustrated, or even resistant, it can feel like a personal attack on leadership or the change initiative itself. But it’s not personal, it’s a natural human response to uncertainty and disruption.

To lead change effectively, leaders must rise above this negativity. This doesn’t mean ignoring it or pushing forward blindly. It means:

• Acknowledging the emotions at play.

• Staying consistent and clear in communication.

• Demonstrating empathy for those who are struggling.

• Finding ways to rebuild trust when resistance emerges.

Leading Change With Empathy

Communicating change isn’t just about presenting information, it’s about building understanding and trust. That requires patience, compassion, and a willingness to meet people where they are, even when it feels frustrating or slow.

“Transformation is a process, not an event.”

Leading Change, by John P. Kotter

As leaders, our role isn’t just to move the organisation forward, it’s to guide people through the emotional journey of change. And that means recognising that change will never be a purely rational process. It’s personal, emotional, and often messy. But with the right approach, it’s also possible to build a culture that doesn’t just survive change, but grows stronger through it.

If you’re leading change in your organization, how do you keep momentum without losing sight of the human experience? I’d love to hear your thoughts.