We often assume change is a flip of a switch. In reality, it is an evolution.
Our impatience then shows up as familiar labels: people don’t like change, they are resistant, they don’t want to learn. These judgments say more about our expectations than about our people.
What we rarely consider deeply is that evolution happens at different speeds. Everyone evolves differently. As leaders and change managers, our role is not to force movement, but to create the conditions, environment, and catalysts that allow evolution to occur—grounded in a deep understanding of our people.
When we introduce a new process or system, the change is not limited to workflows or technology. It reshapes how employees see themselves within that system. This is not just about learning something new; it is about transitioning into new behaviours, habits, and even identity.
That may sound extreme, but consider a procurement manager who once manually collated purchasing data. With a modern ERP, the end-to-end process becomes automated. Her work changes—but so does her sense of contribution, control, and value.
Every change is an evolution. People take the time they need.
Our lectures, documentation, and support do not create change on their own. Their real purpose is to help form a cohesive environment—one with the right conditions and catalysts—so change can emerge naturally.
