⛺️ Part 2: The invisible math behind every change initiative.
In the last edition of ARC's Leadership Campfire, I shared a personal story about the root cause of one of the biggest changes for our firm. And how the formula for change (D x V x F > R) was put into action.
If that edition was about why change happens, this one is about something even more personal: are we, as humans really built for this pace of change?
The Change you're living through
If you’re a CHRO, L&D Head, Director, Founder or Senior HR Leader reading this, chances are that in just the last 12 months, you’ve been through at least three to five major shifts, like:
A change in a few senior leader roles internally. Either they are replaced or hired.
A strategic partnership with a global player, either in the form of merger or acquisition.
The rolling out of a culture transformation initiative.
Integrating AI and automations into your everyday workflow to increase efficiency.
Launching a mid-level leadership developmental program.
If you look closely, these changes are driven by both internal and external factors.
Not too long ago, organisations would go through one major change every few years.
Today, if you ask any person working in a mid sized organisation, they would say that the velocity has changed. We’re at double digits… every year.
Which brings us to two very important questions:
1. Are we even wired for this rate of change?
2. And how do we make sure the change actually sticks?
Let’s explore both.
Are We Wired for Change?
The human brain has a remarkable capability called neuroplasticity. It is the brain's ability to continually adapt, learn and reorganise itself by forming new neural pathways.
While some parts of the brain are 'hardwired' for example, the brainstem controls basic survival functions like breathing and heartbeat. These functions don't change.
The soft wired parts, like the prefrontal cortex can reorganise based on new experiences and learning. This part of the brain is involved in planning, decision making and behaviour.
The beauty of neuroplasticity is that it never stops.
Every time you repeat a thought or behaviour, that neural pathway becomes stronger.
So yes, the mind can change.
But everyone has a different frequency of change they can handle.
And this mismatch between organisational velocity and human frequency is what creates friction.
This is where the classic OD model comes in.
How to Make Change Stick
(Especially when the pace feels overwhelming)
This model works best for consciously initiated changes, the kind you're currently navigating.
I. Unfreeze
This is the stage where the initiator of the change prepare the affected stakeholders about the change that is going to come. All aspects related to communication get covered here to get a buy-in from the affected party.
What this looks like is- explaining the 'Why'- Why is it that this change is needed? Why is this the right time for it?
I usually follow a Past-Present- Future timeline.
What events led us here?
What is the current reality telling us?
What future must we create?
While answering these questions, it is important to keep this stage is co-creative, which means people contribute to these conversations letting their concerns surface.
Only then the initiative is more likely to get a buy in.
And two types of buy-ins are essential. The cognitive buy in (the logic makes sense) and the emotional buy in (my fears and resistances are acknowledged).
Without both, the change collapses later.
II. Change
Most organisations accidentally begin from this stage- with an announcement. This makes the change feel enforced and not implemented. Remember, laws are enforced, change is implemented.
For the 'Change' process to get into action smoothly, a feedback loop mechanism needs to be established. A communication line between initiator and bearer of change needs to be incorporated.
This can be through formal or non-formal channels.
When a big change happens at ARC, that impacts everyone- there is usually a conversation we have over lunch to get a true sense of how the change has landed on the team.
Apart from this, having short visible milestones of the change getting implemented keeps the momentum alive.
The process is messy, but real.
III. Refreeze
This stage is about stabilising the new behaviour so that the organisation doesn’t “snap back” to old patterns.
Refreezing looks like:
Documenting the new processes
Training everyone consistently
Reinforcing the new behaviours
Aligning rewards and recognition
Ensuring systems support the new way of working
But here’s the catch, and this takes us back to where we started.
The refreeze stage itself is under threat today. Because by the time the organisation stabilises… a new change has already arrived.
Tech advancements, AI adoption, new workflows- the cycle is shortening.
And what we’re seeing now is something I like to call:
“Leaky Change.”
Change that gets initiated, but it never fully sticks. For now, I'll leave you with this:
Are you consciously considering the long term impact on people, your organisation and the industry your change initiative is going to leave?
Change today isn’t a three-stage cycle anymore.
For many leaders, CHROs, and HR teams, it feels like being in all three stages at once.
Humans are wired for change. Our minds can be rewired.
But our systems, processes, and pace need redesigning to match human capacity.
Tell us how we are doing, give us feedback here.
