Designing change processes in a human way – Why sustainable change needs more than just new processes
- Aurelia Hack
- Dec 10, 2025
- 5 min read
Reading time: approx. 6–8 minutes
Change is part of everyday life in modern organizations: new technologies, new structures, new ways of working.
But change is usually thought of as a technical or procedural process—as a series of steps on the "change path." What is often forgotten is that behind every change are people. With their worries, hopes, doubts, and values.
When the human dimension is overlooked, employees often experience change as a burden—with uncertainty, alienation, or stress. A comprehensive longitudinal study spanning twelve years found that organizational changes are closely linked to increased psychosocial risks and poorer well-being.
Conversely, when change is shaped in a humane way —with transparency, meaning, participation, and care—it creates an opportunity for growth, commitment, and genuine transformation. Change is then not only managed but experienced as a chance.
In this article, I will show you which scientifically sound strategies you can use to design change processes in a humane way — and thus promote mental health, engagement and sustainable change.
Why human-centered change processes are crucial
1. Change poses risks to mental health
Organizational change often involves restructuring, role changes, new processes, or an uncertain future. These changes create psychosocial stressors—stress, uncertainty, and loss of control. The aforementioned longitudinal study showed that employees exposed to change reported mental strain more frequently.
If change is seen only as a technical or organizational task, without emotional support or participation, burnout, demotivation, and resistance are likely.
Therefore: Every change initiative should be conceived from the outset as a socio-psychological process — not just as a “project plan”.
2. Meaning, participation and co-creation are key factors for successful adaptation.
Change works better when employees understand why the change is necessary — that is, when they see meaning in it and feel included.
An empirical study shows that when employees interpret their experiences themselves ("meaning-making") and engage ("work engagement"), their adaptability and willingness to support and actively shape the change increase.
This finding confirms that change is not achieved through top-down directives — but through participation, meaning-making and engagement .
3. Human change fosters engagement, adaptability, and long-term transformation
The same study shows that employees who actively create meaning at the beginning of the change process exhibit higher initial work motivation and remain engaged for longer — which in turn increases their adaptive performance (i.e., their ability to adapt to new conditions).
Instead of demanding "functioning employees" in the short term, sustainable change occurs over time — with creativity, innovation and resilience.
Three levers to make change processes more humane
To make change humane, both structural frameworks and psychological and communicative attitudes are needed. Here are three levers—each with concrete suggestions for managers and employees .
Lever 1: Transparency & Participation – Communication as the Foundation of Human Change
Positive change begins in people's minds—and in their hearts. When they know what's coming and are allowed to participate in shaping it, change is not only easier to manage, but also to shape together.
For managers
Early, honest communication: Communicate as early as possible why change is necessary—with openness to opportunities, risks, and uncertainties. Allow time for questions. This reduces anxiety and provides orientation.
Establish participation formats: Use workshops, feedback sessions, design thinking sessions or open forums — depending on the context — to actively involve employees.
Empowering change agents: Leaders should not only give instructions, but act as companions of change: empathetic, attentive, supportive.
For employees
Actively ask questions and contribute: Use the communication opportunities in your organization — ask questions, share your perspective, raise concerns and ideas.
Actively participate instead of passively consuming: Simply absorbing information is not enough — show initiative, actively participate in the change process.
Clarify your personal perspective: Consider for yourself: What does this change mean for me? What are my hopes, what are my concerns? A clear inner compass helps you to actively shape change.
Lever 2: Psychological safety & fair treatment – making humanity visible
Change often means uncertainty—and woe betide those who are afraid to show their concern. Those who offer security create space for courage, trust, and genuine growth.
For managers
Fairness as a guiding principle: Ensure transparent, fair framework conditions — especially during phases of restructuring, job changes or job changes.
Provide emotional support: Change is not just technical—it brings emotions with it. Spaces for conversation, concerns, and reflection are important.
Offer support structures: Mentoring, coaching, peer support, regular feedback and reflection formats can provide security and stability.
For employees
Allow and address feelings: It is legitimate to feel insecure, anxious, or overwhelmed — talk about it, share concerns openly with your team or your manager.
Show solidarity: Take the support of colleagues seriously, offer help, exchange ideas — this creates community and mutual trust.
Self-care & reflection: Pay conscious attention to your mental stress, exhaustion or pressure to change — and signal when you need help.
Lever 3: Meaning & Identity – Connecting Change with Meaning
Change succeeds when people understand what they are working towards. Those who find meaning take responsibility — and change comes alive.
For managers
Clear vision and values communication: Don't just explain the "how" of the change, but above all the "why." What significance does the change have for the team, the organization, and the future?
Introduce rituals and cultural symbols: kick-off meetings, storytelling, joint reflection sessions, visual communication — all of this creates identification, belonging and a shared understanding of the change.
Enabling growth and development: Offer further education, training, space for experimentation and learning — so that change is experienced not as a loss, but as an opportunity.
For employees
Reflect on personal meaning: Ask yourself: Why does this change make sense to me? What opportunities do I see? How does change fit with my values and goals?
Shape the future instead of just going with the flow: Actively contribute your ideas and values — make change a part of your own development.
Leverage growth: Use the change to develop your professional skills, explore new roles, or expand your competencies.
What this means for mental health, engagement, and sustainable change
When change is managed with a human touch, it can lead to powerful, positive transformation:
Reduced psychosocial stress: Transparency, participation, and support lower stress levels. People feel seen and heard.
Greater motivation and commitment: Those who understand what change means and are allowed to help shape it are more likely to get involved — with energy and identification.
Greater adaptability: Employees can respond flexibly to new requirements — because they feel secure and are allowed to participate in shaping the process.
Sustainable change instead of rapid adaptation: Change is not only implemented, but integrated — into culture, values and working methods.
Conclusion:
Change processes are inevitable. But whether they overwhelm or inspire depends on how we shape them . When change is led with humanity, participation, and purpose, spaces are created for growth, engagement, and genuine transformation—both at the organizational and individual levels.
If you wish, I can support your team or organization with keynotes, workshops or consulting to make your change human, sustainable and effective .
💭 Reflection questions to take away:
What feelings arise first for you when changes occur—and how do you deal with them? Change often triggers emotions. What are they for you—and what do you need to feel safe and seen?
What changes are currently happening in your team "over the heads of the members" – and how could you specifically encourage participation? Are there areas where people aren't consulted – and how could you invite them to contribute?
What message are you unconsciously sending in your approach to change: "Keep doing what you've always done" or "Your perspective matters"? Every action, every word shapes culture. Consciously consider: What attitude do you want to project?
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