POOR CHANGE MANAGEMENT AS A PSYCHOSOCIAL HAZARD

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When the Change Plan Looks Great on Paper, But the Team Falls Apart

You know that moment when a change is announced at work, and all the energy in the room just... drops? Not long ago, I sat with a brilliant team of high performers in tech. The organisation had just kicked off a major restructure. The slide deck was immaculate. The project plan ticked all the right boxes.

But something wasn’t landing.

The team didn’t feel part of it. They didn’t know what it meant for them, or even who to ask for clarity. One senior staff member said, “It feels like it’s happening to us, not with us.”

And that’s where it started to unravel. Engagement dropped. Trust eroded. People began talking of leaving.

The change strategy looked strong. But like so many others, it failed, not because of poor planning, but because the people got lost in the process.

If You’re Leading Through Change, You’re Steering the Emotional Climate

Across Australia, workplaces are shifting fast. Restructures, new systems, evolving roles. It is relentless.

If you lead a team through this, you are not just managing operations. You are holding the emotional pulse of the group. Because change is not just a strategy, it is a lived experience. One that can either pull teams closer or push them apart.

Regulators now recognise this too. Safe Work Australia lists poor organisational change management as a major psychosocial hazard. In simple terms, how you lead change is now both a safety issue and a culture issue.

When change is rushed, unclear, or poorly communicated, anxiety rises and trust drops. People feel uncertain, isolated, and disengaged.

The Data Backs It Up

A 2023 study by Dr Michelle McQuaid found that nearly 80 per cent of Australian workers saw poor change management as a major risk to their psychological safety, second only to lack of role clarity.

It is not just about what is changing. It is about how we carry people through it.

What Successful Leaders Do Differently

Successful leaders do not just manage change. They lead it, with their people at the centre. That means:
• Clear, regular communication (even when there is nothing new to report)
• Meaningful consultation that invites real input
• Visible support and presence through uncertainty

When we do this, we create psychological safety, protect trust, and dramatically increase the chances of success.

The Bottom Line

Poor change management is rarely loud, but it is often corrosive. It shows up quietly, in fatigue, gossip, mistrust, and eventual decline.

But it does not have to. Change can be uncertain and still feel safe. Demanding, yet still build trust and purpose.

If you are navigating change (and let’s face it, who isn’t!) and want to keep your people onboard, I am happy to chat. Or please feel free to share this with someone who needs to hear it.

Because the real risk is not the change itself, it is forgetting who it affects.