Change fatigue

The ability to adapt and implement change is a key driver of recovery and success in the post-COVID economy. Nonetheless, organisations should be aware of the risks of change fatigue, which typically presents as a general sense of apathy, or passive resignation towards organisational changes. 

The pandemic has already caused major disruptions to people’s lives and many face uncertainties about the economy, their job security, and a deterioration (either temporary or long-term) in their health. 

Responding to fluctuating risks and government guidelines also required regular adjustments and readjustments to behaviour. When too many changes occur simultaneously, employees may find it difficult to accommodate the change and can experience a strong sense of powerlessness (Kinman, 2017). They may then resist, reject or even sabotage the process to regain a sense of control and stability.

There are several reasons why change fatigue can disrupt attempts to build a resilient organisational culture. It can impair the wellbeing of practitioners by increasing the risk of stress and burnout, reducing job satisfaction, and encouraging absenteeism and thoughts of leaving (McMillan & Perron, 2013).

 Change fatigue can also reduce motivation and engagement and compromise performance by depleting energy levels and feelings of self-efficacy. The cynicism that is synonymous with change fatigue is also likely to foster a general atmosphere of negativity within an organisation.

Managing the organisational change process collaboratively and compassionately will reduce the risk of change fatigue. In turn, this will increase practitioners’ acceptance of change and will support wellbeing and effectiveness during the change process. See below for guidance on how to spot and manage change fatigue.

How to prevent or respond to change fatigue in your organisation

• Ensure that change management policies include supporting mental health and wellbeing.

• Communicate the reasons for change and provide regular updates on progress.

• Formulate and communicate long-term strategic plans, not short-term reactive solutions.

• Raise awareness of previous change initiatives that have led to improvements.

• Consider the unintended consequences of any changes that may be introduced.

• Accept that a drop in performance may be inevitable in the short term, as change is disruptive.

• Involve practitioners in planning change, as their opinions may be more realistic and acceptable. 

• Listen to practitioners’ concerns and take them seriously.

• Train line managers on how to support people through the process of change.

• Remember that it may take a while for change to be accepted, or to reap any benefits.

• Evaluate the effectiveness of any change by consulting practitioners at all levels.