Supporting change in business: tools for managers and HR

Aug 2, 2025 Aurélie Kouéta Vie Professionnelle
Vie en entreprise QVT
All Metamorphoses, the Blog

Why anticipating resistance, supporting teams and fostering buy-in is essential

Organizational change fails in 60% to 70% of cases. To transform this dynamic, managers and HR must rely on concrete support tools, but also on a detailed understanding of human and organizational mechanisms.

The challenges of poorly supported change

A transformation is not just a technical project. It is, above all, a social process. Kurt Lewin had already theorized this with his three-stage model (thawing, transition, refreezing). Today, neuroscience confirms that the human brain tends to resist uncertainty: the discomfort generated by change is therefore not a weakness, but a protective mechanism.

HR and managers must embrace this reality: supporting change means recognizing that rationality is not enough. Without taking the emotional dimension into account, even the best strategies can fail.

The emotional experience of change: the grief curve applied to business

Beyond processes and organizational charts, change confronts everyone with an often underestimated emotional dynamic. Inspired by the work of Elisabeth Kübler-Ross, the grief curve illustrates the stages individuals go through when facing profound transformation.

🔵 The stages of the curve

  • Shock and denial : the announcement of the change comes as a surprise; some refuse to believe it or minimize its impact.
  • Anger and resistance : then come frustrations, the feeling of loss of control and fear of the unknown.
  • Negotiation : employees seek to find compromises, to preserve their bearings or to influence the process.
  • Sadness and discouragement : the realization that the old way of working is disappearing can generate demotivation or disengagement.
  • Acceptance and reconstruction : little by little, new benchmarks emerge, opening the way to learning and adhesion.

🔵 A double challenge for change agents

This dynamic represents a challenge for both those initiating the transformation and those undergoing it. Those driving the change must accept that buy-in will not be immediate, and that resistance is a normal process. As for employees, they need a clear framework, a listening ear, and support to navigate these stages.

For HR and managers, understanding the grief curve means anticipating human reactions , better calibrating messages, and providing support tailored to each phase. It's also a valuable reminder: successful change isn't something you decree; it's something you take step by step, respecting emotional rhythms.

Key figures for change in business

🔵 High failure rate

According to McKinsey and WTW, between 60% and 70% of change initiatives fail to achieve their objectives. Only 34% of major projects are fully completed (CEB).

🔵 Resistance and managerial levers

The main obstacle to change remains the human factor. A recent survey shows that 41% of employees explain their resistance by a lack of trust in management (Mooncamp, 2023). More broadly, only one in four people consider change management to be a strong skill of their leaders (Invgate, 2023).

Yet, when managers and HR take the time to understand and address resistance, the effects are significant: 55% of employees see it as a factor in talent retention, and 43% highlight a positive impact on cooperation and cohesion (Flair, 2023). Finally, Gartner data confirms that transparent communication doubles the chances of success of a transformation project.

🔵 Leadership and participation

Success depends on the support of local management: 77% of successful projects benefit from active management engagement (Prosci, 2023). Similarly, co-developing solutions increases the chances of success by 24% and accelerates the deployment of a third party (Deloitte, 2023).

Tools to anticipate resistance and promote adhesion

HR departments play a strategic role here. Beyond implementing procedures, it's about orchestrating genuine human support:

  • Internal diagnostics : social climate surveys, skills mapping and identification of weak signals to anticipate tensions and obstacles.
  • Participatory workshops : hackathons, discussion circles, co-construction of solutions — all formats that foster engagement and empowerment.
  • Lively internal communication : newsletters, videos, FAQs, regular progress reports. Information must be transparent, embodied, and repeated.
  • Management training : giving line managers the tools to listen, reformulate, encourage and regulate emotions within teams.

Team building and cohesion: catalysts for change

Team building tools are far from trivial. According to YouGov–Comet Meetings (2025), 59% of employees want more team building sessions, and this figure rises to 80% among 25-30 year-olds . These sessions strengthen bonds between colleagues for 48% of participants . According to United Heroes (2023), they can increase productivity by 17% and reduce absenteeism by 41% .

In other words, investing in cohesion is not an afterthought: it is a way of transforming the dynamics of a team during times of change.

Skills assessment: a tool for improving internal climate

Individually, the skills assessment is a powerful lever for motivation and clarification. According to Harris Interactive (2025), 83% of beneficiaries report that the assessment boosts their self-esteem. An Asterès study highlights a 71% increase in professional satisfaction after an assessment.

For HR, integrating this tool into transformation plans means supporting employees in redefining their roles and limiting the risk of demotivation or departure.

The benefits of comprehensive support

I support managers and HR teams in successful change, by articulating three complementary dimensions:

  • Participatory and cohesion workshops to create links and encourage collective support;
  • Skills assessments to restore meaning, strengthen confidence and clarify individual trajectories;
  • A clear and empathetic internal communication strategy is an essential condition for a peaceful and lasting transformation.

Conclusion

Change isn't decreed: it's built. By relying on proven tools, but above all on a keen understanding of the human dimension, managers and HR can transform natural resistance into a lever for progress. This is how the company moves from constraint to movement, from fear to commitment.

And you, do your teams experience change as a challenge, or as an opportunity?

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