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G00270273

Eight Steps to Stem Change Fatigue

Associated With Business Transformation
Published: 4 March 2015

Analyst(s): Elise Olding

Change fatigue will sap the workforce of their ability to embrace new
changes, undermining anticipated benefits realization for transformation
initiatives. We provide business transformation leaders with eight steps to
identify and combat change fatigue.

Key Challenges

Change fatigue is the paralysis in an organization that affects each individual's ability to
embrace the next set of changes. It is a key risk for any business transformation initiative.

Change fatigue robs transformation efforts of their targeted benefits, due to the refusal or
inability of the affected workers to adopt the change.

Business transformation efforts will likely succumb to change fatigue unless business
transformation leaders take key steps to identify and avoid it.

Digital business will release an onslaught of concurrent changes that have the potential to
overwhelm an enterprise, increasing the risk of change fatigue.

Recommendations
Business transformation leaders:

Realize your transformation effort isn't the only event impacting employees. Aggregate all the
changes that will impact employees and assess if these concurrent changes are possible.

Don't forget the "habituation time" needed for people to master the new ways of working in
your program plans and how this will be funded and resourced.

Apply these eight steps, adjust to your cultural needs and create a base of reusable techniques.

Build a "change portfolio" one that paints the big picture of all change impacting employees
that is constantly updated to cadence programs and support, achieving full benefits
realization.

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Table of Contents
Introduction............................................................................................................................................ 2
Analysis.................................................................................................................................................. 3
1. Speak the Same Language About Change................................................................................... 3
2. Define the Journey........................................................................................................................4
3. Consider How Much "Extra" Bandwidth People Have...................................................................5
4. Identify Which People Are Affected by the Change....................................................................... 6
5. Assess the Impact and Timing of Change for Key Stakeholders................................................... 7
6. Don't Believe Your Transformation Is the Only Change..................................................................8
7. Create the "Big Picture" of Enterprise Change.............................................................................. 9
8. Assess the Feasibility of the Planned Change, and Adjust as Necessary.......................................9
Help Your Enterprise Change Faster......................................................................................... 10
Gartner Recommended Reading.......................................................................................................... 10

Introduction
Change fatigue not only overwhelms people at an individual level sapping them of their ability to
embrace the next set of changes but it can also paralyze an entire organization, robbing it of the
ability to grow and transform. Therefore, transformation leaders should plan ahead and take the
measures necessary to avoid change fatigue and to ensure the organization can maintain a
1

healthy pace of transformation.

Gartner defines change fatigue as an inertia or paralysis in the organization that affects each
2

individual's ability to embrace the next set of changes. Although the impacts of this syndrome are
felt at the organizational level, the roots go down to the cognitive impact of transformation on the
minds of individual workers. Simply put: When a business undergoes too much change, employees'
minds are overwhelmed. The latest research in neuroscience shows that most people have about
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three hours of peak cognitive performance each day. When people go through a major change in
the way they work, it starts eroding that already-limited cognitive load. This is exacerbated if people
aren't allowed the time needed to become habituated to the new procedures and behaviors
associated with change before the next transformation starts. Research shows that it takes, on
average, 66 days for people to shift from how they are accustomed to working and instill a new
4

work habit. Many organizations, however, don't account for this critical time in their transformation
planning, and expect people to work at their regular pace on Day 1 of a newly implemented change.
The result is stressed employees and a failure to achieve the benefits of transformation.
As an example, one type of transformation is the move to digital business. Digital business
transformation will result in a multiyear program with multiple projects technology, organizational
reporting changes, the introduction of "things" and business process redesign all happening
concurrently and impacting the same parts of the organization over and over. Without careful
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planning, digital business transformation will inflict change fatigue on the organization, as will many
other types of business transformation.
Change fatigue will rob any business transformation efforts of their targeted benefits due to several
adverse effects, such as:

Refusal to adopt or embrace the change: When faced with the mental stress induced by
repeated changes to the point that change fatigue becomes part of the organization's culture
many employees will simply try to "sit it out" when a new change arises. Often, the thinking
in these cases is: "Why bother, when everything will just change again in a few months?"

Degraded work performance and increased errors: If an organization forces people to undergo
repeated change without taking steps to address the cognitive impact, and allows employees to
master new work skills and habits, they will be more prone to make mistakes as they work. At
the extreme, employees will cope by creating shadow processes, or falling back to legacy work
practices, degrading the benefits and intent of the business transformation even further.

Fortunately, there are techniques that business transformation leaders can adopt to identify and
stem the negative effects of change fatigue, and improve the organization's capability to transform
effectively. The following eight steps will poise business transformation leaders for success:
1.

Speak the same language about change.

2.

Define the journey.

3.

Consider how much "extra" bandwidth people have.

4.

Identify which people are affected by the change.

5.

Assess the impact and timing of change for key stakeholders.

6.

Don't believe your transformation is the only change.

7.

Create the "big picture" of enterprise change.

8.

Assess the feasibility of the planned change and adjust as necessary.

Analysis
1. Speak the Same Language About Change
Many organizations don't have a common language to talk about change, and the risks and
challenges involved, with key leaders and participants. If you can't define or talk about what's
changing and its risks, you can't plan for, fix them or measure the success of the applied change
techniques. If risks can't be articulated, they likely will not receive the support or funding to be
properly mitigated. Gartner predicts "by 2016, successful transformation program leaders will direct
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60% of the program budget to organizational change/business process change activities." Clients
with robust change and business process practices have backed this up. The cost and effort

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required to deal with unanticipated issues can quickly derail a transformation effort. It's better to
know the true costs and resource needs upfront, and which are critical to a good perception of IT.
The first step to reliably address the people-related challenges that lead to change fatigue is to
adopt an organizational change methodology. An organizational change methodology provides a
common language, the foundation to scale your change competency and can jump-start an
enterprisewide capability that is reused on a range of change efforts from small projects to digital
business transformation.
The methodology may be developed in-house, or adapted from commercially available offerings.
6

External options include the Awareness, Desire, Knowledge, Ability and Reinforcement (ADKAR), a
methodology from Prosci that is used by many Gartner clients. Kotter International's "Eight Steps to
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Change" is another. If an external methodology is used, it's important to tailor it to the cultural and
situational needs of your enterprise.
Beyond the immediate project or program at hand, focus on developing a mix of organizational
change and communication techniques that can be tailored and used for all projects and programs
by creating templates and putting them into a shared digital space. In the longer term, to combat
the disruption and fluid change that will be the norm for digital business, develop enterprise
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organizational change capabilities at all levels of the organization for all employees. This is the key
to enabling the organization to seize the opportunities that will arise from business moments (see
"Seize the Moment: Driving Digital Business Into 2015").
Recommendations:

Get everyone on the same page with a common language to talk about the risks and mitigation
plans to address organizational change challenges.

Adopt, tailor or create an organizational change methodology. If you are just starting with
organizational change activities use "Three Essential First Steps for Leading Transformational
Change" as a guide.

2. Define the Journey

A major factor that increases the mental stress associated with most business transformation is
uncertainty. A recent Gartner survey revealed that 75% of respondents ranked "highly novel
(uncertain) business conditions" as one of the top two factors influencing the ability to execute
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business transformation. Most business leaders wouldn't dream of asking the people who work for
them to pack their bags and leave on a business trip without giving them a good idea of where they
were going, for how long and for what purpose. And yet, this is exactly what many organizations do
when it comes to major business changes: provide incomplete information on what the change
entails to stakeholders. Why it is happening; what to expect; how it will affect them and what
actions they can take to prepare.
This is why it is important to take time to define the journey, and not just in practical terms such as
specific IT system changes, but at a broader, higher level. Specifically, in terms of the vision for
where things will be in the future, compared to how they are today, and how this change will deliver
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on key goals for business success. As business transformation is a multiyear journey, this framing
provides the ability to track progress and demonstrate successes. The risk with business
transformation is that it can erode into a series of unconnected IT projects from a business-partner
perspective. To achieve the benefits from a transformation effort, it is critical to develop and
communicate a unified message to define which "part" of the journey everyone is on. This starts
with the leadership and executive sponsors working together toward a common vision and being
sure to tie each individual project to how it moves the bigger vision forward and what will come
next.
A good vision will paint a compelling view of the future, and set realistic expectations of what the
journey will entail (see "Get Ready for Digital Business With the Digital Business Development
Path"). If people don't know where they're going, people don't know how to engage with you and
get on board (see "Five Must-Have Practices for Successful Organizational Change"). This enables
preparation both mental and physical, which can help increase certainty and mitigate the feeling
of overwhelm which contributes to change fatigue.
A major component of an organizational change plan is the communication plan this is the visible
representation of the program. This is not a small task, as there are communications to executives,
program sponsors, stakeholders, the transformation team, customers, partners, suppliers and
general employee communications, among others. On-point communications decrease uncertainty
and build trust, which, in turn, can lower the stress levels and actually increase the organization's
capacity for change. A communication plan provides more clarity on the journey's path.
Recommendations:

Define the transformation journey after ensuring that business leadership is aligned around a
common vision.

Use the journey, not as a prescriptive road map, but an orienting tool to help stakeholders
understand the intent and current state of the transformation.

3. Consider How Much "Extra" Bandwidth People Have

Dealing with change consumes the already finite bandwidth people have available to devote to their
work. This bandwidth applies not only to the time they need to get their work done, but the
cognitive capacity they have available to apply the concentration and critical thinking involved. As
mentioned earlier, most people have only three hours per day when their brains can operate at the
peak cognitive load needed to make important decisions and other critical-thinking activities. This
load is finite, and when the limit is reached, the result is change fatigue.
If people are already operating the upper limit of their capacity to work comfortably both in terms
of time and mental acuity then introducing transformation initiatives will contribute to change
fatigue if steps aren't taken to reduce that existing load capacity in some way that will allow them to
focus time and cognitive bandwidth to the change at hand. So, important questions for business
transformation leaders to consider include: What can people stop doing, so they'll have more
bandwidth at hand to accommodate the new things you're asking them to do? If you can free up
their time by offloading some of their work in some way, this will pay dividends in terms of enabling

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them to change in a stress-free manner. Then, that time and mind space that's been freed up
among your stakeholders can be used to enable them co-create and design with you. This is an
area that is a good opportunity for collaborating with the business process director.
Another key point to consider is that a specific minority of employees often bears an excessive
burden of extra work and attention during change efforts, simply because they've demonstrated
themselves to be so reliable and engaged in the past. Gartner research validates conventional
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wisdom that these "go-to" people typically represent about 20% of the workforce. Think about
who is called on in your organization when challenges arise it is likely the same employees over
and over again. The problem arises when this 20% are repeatedly relied on so heavily that their
cognitive bandwidth is taxed to the point that that they become "burned out" and, as a result,
eventually revert to being as disengaged as the remaining 80%. To avoid this outcome, it is
important to focus steps that can be taken to increase the focus and participation of the remaining
80% to avoid overburdening the "go-to group." This will increase overall engagement level and
capability for all employees and, ultimately, reduce change fatigue.
Recommendations:

Realize that most employees are already working at full capacity. If you want their time work
with first line managers to find things their teams can stop doing to free up capacity and make
this an ongoing part of the transformation.

Resist the urge to call in your "go-to employees" when crisis strike. Spread the work and
commit to staff skill improvement by being patient and allowing time for them to learn. Assign
go-to employees to mentor and support job shadowing opportunities. Consult your talent
management professionals for help in this area.

4. Identify Which People Are Affected by the Change

The next important step is to look closely at who will be impacted by the change, and how they will
be affected. This will vary significantly from role to role for a business transformation. What may be
a major issue for a line manager, may be a footnote for a senior executive. On the other hand, what
that executive worries about at night may not be on the line manager's day-to-day radar.
This is where it is important to conduct a formal stakeholder analysis for each change wave of your
transformation program. To begin with, this type of analysis looks at:

Who are the specific stakeholder groups who will be involved in the change, and in what ways?
What incentives or recognition would help to foster adoption?

How will each group be impacted? For each group, consider: Will they be responsible for
making specific changes happen, or will they merely be impacted and need to be informed of
key pieces of information?

What unique issues or challenges do these groups face in their day-to-day work, and how will
the change positively address these challenges?

What other changes have impacted them recently? And have they been able to adapt to these
changes?

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What are the consequences they can expect if they choose not to change?

Recommendation:

For a good, practical template to use to get started on this stakeholder analysis step, see
"Toolkit: Identify Stakeholders Impacted by Changes for Better Business Outcomes." Tailor to fit
your culture.

5. Assess the Impact and Timing of Change for Key Stakeholders

The next step is to map out the impact of the proposed change for each affected stakeholder group
identified, and the timing of that impact for each. For each group, the impact can be denoted using
a simple scale for example, H, M or L to represent high, medium or low impact. Also map out
how that impact will vary for each group by time period (for example, by month or by quarter) and
how long will it take users to adjust to the new way of working. Considering the extent and scope of
a business transformation, it will be common to have multiple projects occurring simultaneously,
impacting different groups at different times and many groups repeatedly for different projects. This
makes it important to look at the portfolio of all the changes business will inflict on the enterprise,
not just the technology implementations.
The final point is a critical and frequently overlooked point to consider: How long it will take for
people to master the new way of working. Many transformation teams mistakenly implement
application or process changes with the assumption that people will be ready to go to work, as
usual, on the first day that the change takes effect. Once the new way of working is implemented,
they consider their work to be finished when, in reality, users may be left floundering with the new
change and no support or time allowance for this difficult adjustment. Habituation time for new work
will vary, depending on who and what is involved; however, as mentioned earlier, recent research
indicates that the average time for people to adjust to new habits is at least 66 days. Therefore, it's
a good rule of thumb to assume that two or three months may be required for people to habituate
themselves to a new way of working. During this time expect for and plan to mitigate for, dips in
productivity and outcomes.
Also note that the specific ways that change will impact people isn't something that the project
team or business transformation leader can determine on their own nor is it information that
should be "dictated" to the people affected. Rather, it is important to hold two-way communication
with different user groups to gain feedback from them on the nature of their own work as it affects
the change being implemented. Listening is as important as "telling" when it comes to changerelated communication with key stakeholder groups. Involving those impacted will ease them into
the new environment, identify oversights before they become issues and, ultimately, keep change
fatigue in check (see "Tell-Listen-Adapt for Communications that Connect Employees to
Outcomes").
Recommendation:

Include a broad audience to assess the impact that changes will have, the more the better, to
ensure other possible conflicts are identified. Consider the time it will take for people to master
new ways of working. Plan for and mitigate any impacts to productivity and outcomes.

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6. Don't Believe Your Transformation Is the Only Change

Another consideration that is often-overlooked by the planners of transformation initiatives involves
all the "other" changes are happening concurrently in the organization. The people affected will
often be dealing with other events which, taken together, will serve to add to their stress and sap
their motivation to cope with change, thereby exacerbating the change fatigue problem. Constantly
changing internal business conditions were cited by 59% of business transformation leaders as a
threat to succeeding at business transformation. It's critical to constantly scan the enterprise and be
11

vigilant about identifying and assessing these cumulative impacts.

Consider, for example, a change initiative undertaken in an accounting firm. If the financial
professionals impacted by the change will be facing an extra volume and intensity of work during
the tax season, then the period surrounding the annual tax-filing deadline is probably not the best
time to be introducing a major change on their way of working.
Events occurring in the organization that can have a major impact on people's cognitive capacity to
deal with additional changes include:

Facility moves

Leadership changes

Departmental reorganizations

Outsourcing initiatives

Such events may impact people's work in ways you may not have anticipated. For example, facility
moves may not seem like that big of a burden on workers; however, when people move to a new
office environment, they not only have to deal with packing and unpacking, possible increased
travel time, but also the new locations of everything associated with their work environment after the
move is complete. Until they become habituated to their new surroundings, their propensity for
change fatigue is likely to be exacerbated considerably. An energy company moved employees to
new offices and did not anticipate the fallout that would occur from changes in the employees'
parking situation from a covered garage to a parking lot that was exposed to the elements.
However, good two-way communication with employees alerted them to the challenge and they
were able to plan for this adjustment.
The IT organization in a large high tech company has had a lot of leadership turnover. Each time a
new leader comes in, significant changes are made to the way IT worked, as well as organizational
changes. After dealing with new leadership every six-to-nine months over a period of two-to-three
years, the IT team was exhausted from trying to adapt to the current leadership demands.
Unfortunately, in this case, the IT organization did not consider the effects of the current changes on
top of the impact of the cumulated change fatigue from the previous years. With the arrival of yet a
new leader, many employees chose to seek new career opportunities as they could not face yet
another short-lived change.

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Recommendation:

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Look outside of IT to identify everything that could impact employee stakeholders and reduce
cognitive load. Be open to an unconventional list of what "changes" are maternity leaves,
promotions, departmental restructuring, facility moves, contract changes, declining stock price,
workplace remodels, and even transit strikes and public transportation route changes.

7. Create the "Big Picture" of Enterprise Change

At this point, all of the information gathered in the previous steps should be brought together to
form a "big picture" change happening in the organization, and how people will be impacted in
terms of the potential for change fatigue. Map out each project or program change, for each
stakeholder group, by month or by quarter, along with the degree of that impact for each. Then, on
top of that information, layer in the other major, concurrent changes happening in the organization.
Be sure to factor in the required habituation time needed for people to adjust to both programrelated changes and other concurrent events.
If all of this information can be put together and visualized in one place, it helps form a good,
holistic picture of the transformation in terms of its impact on people. It's often a good idea to map
out the stakeholder-vs.-time period information on a physical or electronic whiteboard, with colorcoded markers indicating various types of events happening (for example, IT implementations,
leadership changes or major initiatives) to help form that picture.
Recommendations:

If you have an enterprise program management office (EPMO), use their skills to help in
developing the big picture (see "Use the Four Styles of the EPMO to Evolve from Visibility to
Transformation"). HR is another good partner to tap.

Share this information with senior leadership to educate them about the impact of too much
change, and get their reactions and guidance.

8. Assess the Feasibility of the Planned Change, and Adjust as Necessary

Finally, the picture gained in the previous step should be used as a "reality check." Is all this change
even possible, or should changes be made? The relevant executives, leaders and business partners
and the key people impacted by the change should be gathered in a room, or in a virtual
collaboration space, to examine and discuss this big picture, and decide if the planned changes are
feasible or whether, as things stand, the combined impact will lead to a stressed and changefatigued workforce. The more you can engage the right people early on in this type of conversation,
the more likely it is that you'll be able to allay the challenges of change fatigue.
As a group, project planners, business leaders and business transformation leaders can explore:

Can employees do everything at the same time?

If not, can project or program changes be differently aligned or sequenced differently to reduce
conflicts and provide better time for habituation to new ways of working? Can some change be
broken down into smaller, transitional steps?

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What are the risks of taking on too much? Are there risks of not moving fast enough?

Are there ways to remove some existing workload from the plates of key participants, where
necessary? Can augmenting resources help?

At what key points to which key groups of stakeholders will communications about the
journey help improve people's ability to navigate and embrace the change?

The result of this analysis may end up changing the planned timing of some changes. However, if
changes take a little longer to accomplish but preserve the benefits realization targeted from the
transition, this is, of course, a better outcome than a speedy transformation that ends up delivering
no benefits at all due to a failure to anticipate or address the impacts of change fatigue.
Avoiding change fatigue during a merger requires having a good pulse on assessing change fatigue.
The approach many times is to merge the acquired organization as quickly as possible into the
acquiring enterprise. A global enterprise took a different approach and included HR teams in their
merger plans to ensure they did not destabilize ongoing business operations. Also, changes to
benefits plans, compensation, vacation eligibility, etc. were planned for a time when employees
would be more familiar with the new organization and able to better integrate these practices with
the organization that acquired them. This resulted in less loss of productivity and better retention.

13

Recommendations:

Look at individual projects, and begin to assemble the bigger picture in terms of the potential
impact on organizational change fatigue.

Aggregate the impact of the changes across the organization's overall portfolio. The EPMO or
PMO resources and HR can help with this. Consider realigning work to foster needed adoption
time.

Over time, transformation leaders should look to scale the change methodology and best
practices across the enterprise to build an organizational change competency to handle and
embrace repeated change effectively.

Help Your Enterprise Change Faster

The ultimate weapon to combat change fatigue is to develop a strategic capability for change that
embraces every employee. Gartner supports the position by Jack Welch "If the rate of change on
the outside exceeds the rate of change on the inside, then the end is near." Embrace the concepts
14

of organizational liquidity and foster experimentation. Build the capacity to change and your
enterprise can not only successfully transform, but also develop the ability to deal with fluid change
and act on business moments to remain vital in the era of digital business.

Gartner Recommended Reading

Some documents may not be available as part of your current Gartner subscription.

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"Five Must-Have Practices for Successful Organizational Change"

"Digital Workplace Organizational Change Imperatives"
"Digital Business Technologies Are Changing the Nature of Change"
"Three Best Practices Can Prevent Big Change From Destroying Your Business Transformation
Initiative"
"2014 Big Change Survey: Organizations Feel the Force of Turbulent Times and Respond with Big
Change"
"Putting Digital Business to Work in 2015"
"Seize the Moment: Driving Digital Business Into 2015"
Evidence
1 "Neutralizing
2 "Combat

change threats: Avoiding change saturation."

Change Fatigue to Unleash Workforce Potential"

"Maverick* Research: Living and Leading in the Brain-Aware Enterprise"

"The Power of Habit"

"Predicts 2014: PPM Leaders Must Prepare for Extreme Transformation or Prepare New Resumes"

"Knowledge, Ability and Reinforcement making the change an overview of Prosci's ADKAR
Model"
7

"The 8-Step Process for Leading Change"

"Organizational Liquidity Readies Enterprises for Digital Business"

Informal surveys and validation with Gartner clients and conference attendees during 2014.

10

Informal surveys and validation with Gartner clients and conference attendees during 2014.

11

"2014 Big Change Survey: Organizations Feel the Force of Turbulent Times and Respond With
Big Change"
12

Gartner client inquiry

13

Gartner client inquiry

14

"Use Science to Keep Big Change From Turning Into 'Big Chaos'"

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More on This Topic

This is part of an in-depth collection of research. See the collection:

Digital Humanism Makes People Better, Not Technology Better

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