The Secret to Change Isn’t Procedural; It’s Psychological

Organizations often describe change as a technical exercise: Adjust a workflow, update a reporting line, reorganize a process or two. On paper, it all looks relatively contained. But the lived experience of change rarely aligns with the tidy logic of a project plan.

Recently, I worked with a team in the midst of what leadership kept referring to as a "small restructuring." Technically, it was. The core work wasn't shifting, no one's job was threatened and the strategy made sense.

Yet the emotional climate thickened almost immediately. One manager became more reserved than usual, answering questions with careful brevity. Another grew unusually fixated on minor details. A third found herself more irritable, though she couldn't articulate why. Nothing dramatic—just a low hum of unease moving through a group of otherwise steady professionals.

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