Implementing Change in Uncertain Times: A People-Centered, Adaptive Approach

Implementing change within organizations is always challenging, but it’s even harder when there’s a high level of uncertainty.

Traditionally, change management follows a structured approach: analyze the current state, develop a plan, and implement solutions.

While this approach works in stable environments, it can be too rigid and slow in complex, fast-changing situations, such as introducing new go-to-market models or reconfiguring roles within teams.

To succeed in unpredictable conditions, a more flexible, people-centered approach is needed—one that prioritizes real-world testing, continuous learning, and adaptation.

This approach doesn’t just impose change on employees but actively involves them as co-creators and problem-solvers, giving them ownership and the tools to adapt as they go.

Shifting the Change Model: From “Analyze, Develop, Implement” to “Implement, Analyze, Develop”

In uncertain conditions, the typical “analyze, develop, and implement” approach to change management often falls short.

Analyzing the situation upfront and developing a complete solution can lead to rigid plans that don’t match the real-world complexities employees face. By the time the solution is fully developed, it may no longer be relevant or effective in a changing environment.

Instead, a more adaptive model is “implement (test), analyze, and develop.” This iterative cycle involves:

1. Implementing small-scale pilots to test solutions in real-world conditions.
2. Analyzing the results to understand what’s working and where adjustments are needed.
3. Developing and refining the solution based on these insights.

This adaptive approach allows for real-time learning and flexibility, making it easier to adjust to emerging challenges. It focuses less on rigid plans and more on creating an environment where teams can continuously learn, experiment, and evolve.

Why Traditional Skills-Based Change Models Often Fall Short

In many change initiatives, OD (Organizational Development) and HR teams start by creating competency maps and skills frameworks for new roles. These frameworks are based on assumptions about what employees will need to succeed. However, this skills-based approach often doesn’t match real-world needs for a few reasons:

1. Assumptions Over Actual Experience: Competency maps are often based on hypothetical needs, which may not fully capture the real, on-the-ground challenges employees face. This gap becomes especially clear in roles like Multichannel Engagement (MCE), where people interact with customers across multiple, constantly evolving channels.
2. Overemphasis on Skills vs. Adaptability: Change efforts often focus heavily on individual skills. But success in uncertain environments relies far more on adaptability, collaboration, and the ability to respond to shifting conditions. Even the most skilled employees will struggle if they aren’t working within a flexible, supportive system where they can learn and adapt as they go.
3. Lack of Focus on Relationships and Context: Effective adaptation isn’t just about individual skills but about relationships, team dynamics, and organizational context. Employees need support from leaders and peers, access to relevant information, and a culture that encourages collaboration. Without these, even highly skilled individuals can find it difficult to adapt.

A People-Centered Model for Adaptive Change

In complex and unpredictable environments, change is most effective when it’s centered on adaptability, relationships, and a learning-focused culture. Here’s how a more practitioner-centered model can make a difference:

1. Learning-Focused, Not Skills-Centered: Rather than concentrating solely on predefined skills, a learning-focused approach encourages employees to adapt and grow continuously. This is especially crucial for roles like MCE, where everything is new and employees are constantly figuring out how to engage with customers across diverse channels.
2. Building Supportive Environments for Adaptability: No matter how skilled, employees need the right environment to adapt effectively. OD and HR should focus on creating systems that enable open communication, flexible information sharing, and strong support from leaders and peers. These elements empower employees to respond effectively to change.
3. Prioritizing Relationships Over Individual Skills: Adaptation is often shaped by team relationships and networks. Teams with strong, trusting relationships are better equipped to share knowledge, solve problems together, and support each other. By fostering collaborative networks and building trust, OD and HR create conditions where people can succeed through teamwork.

Implementing a Practitioner-Centered, Adaptive Model

Here’s how to implement this approach, step-by-step, making sure that practitioners are at the center of the change process:

1. Implement Small-Scale Pilots Instead of Static Training Programs

Rather than launching rigid training programs, begin with small pilot projects that allow employees to test new ways of working in real-world settings. These pilots help teams experiment, learn, and adjust based on real feedback.

• Design Pilots to Solve Real Problems: Create pilots that focus on real challenges employees face, allowing them to develop solutions as they go, rather than relying solely on pre-taught skills.
• Enable Cross-Functional Collaboration: Have practitioners from different areas, like MCE roles, work together in these pilots. They’ll learn from each other’s experiences and create solutions that reflect the complex, real-world conditions they’re dealing with.

2. Foster a Growth Mindset and Culture of Continuous Learning

A successful adaptive organization encourages employees to learn, unlearn, and try new things. Building a growth mindset across teams means promoting curiosity, experimentation, and resilience in the face of change.

• Encourage Learning Networks: Create informal networks where employees from different teams can share insights and lessons learned. This promotes a learning ecosystem that helps everyone grow together.
• Support Unlearning as Much as Learning: Encourage employees to let go of outdated practices and embrace new approaches. Leaders should support this by rewarding innovation and celebrating new ideas, even when they don’t immediately succeed.

3. Build Systems That Support Adaptation

Employees need systems and tools that help them connect, share information, and solve problems on the fly. OD and HR can play a critical role in setting up these supportive systems.

• Create Flexible Communication Channels: Information sharing should be easy and fast, especially in dynamic roles like MCE. Ensure that employees have the tools to communicate effectively and access the information they need without roadblocks.
• Train Leaders to Support Adaptive Work: Leaders should act as enablers, helping teams navigate change rather than enforcing rigid processes. Train leaders to foster psychological safety so that teams feel free to experiment, learn from mistakes, and adapt.

4. Redefine Success as Adaptation, Not Skill Mastery

In an adaptive framework, success is defined by how well people respond to new challenges, not just by their mastery of specific skills. This approach values collaboration, learning, and agility over rigid competencies.

• Measure Collaboration and Agility: Instead of only focusing on individual skills, track progress in terms of teamwork, communication, and responsiveness.
• Celebrate Adaptive Achievements: Recognize teams that navigate challenges successfully, work well together, or come up with innovative solutions. This reinforces the importance of adaptability and continuous growth.

Moving Beyond Skills: Building a Culture of Adaptation and Learning

Today’s rapidly changing environments demand more than static skills; they require adaptable, resilient teams who can learn and evolve together. OD and HR can play a crucial role in this by building systems that encourage growth, supporting adaptive work, and focusing on relationships and collaboration.

Ultimately, creating a culture of adaptation is about enabling people to thrive in the face of uncertainty. By shifting focus from skills to adaptive capacity—the ability to respond, innovate, and grow—organizations not only prepare their people for today’s challenges but also build a workforce ready to embrace whatever comes next.

This is how we help people grow into the future, rather than cling to the past.

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