Feedback from an HR Reorganization: The Theoretical Context
Change management is based on a fundamental principle: change succeeds when it is adopted by teams (Kotter & Cohen, 2002). This adoption requires clear communication, defined roles and active participation (Oreg, Vakola & Armenakis, 2011).
But how can we communicate effectively without prior documentation?
Learning organisations transform mistakes into collective knowledge through formalisation (Argyris & Schön, 1996). Without it, each departure of a team member results in a loss of knowledge that is difficult to replace.
My Field Experience
It is the balance between organisational rigour and human support that truly transforms practices.
I joined the organisation after a global reorganisation, during which the previous HR team relocated to another entity and took most of the standard documents with them. My role consisted of reconstituting the organisational memory by identifying what existed, what was missing or what needed updating. Furthermore, I had to ensure operational continuity during the transition and rebuild the HR infrastructure to support the organisation's future growth.
This dual requirement necessitated considerable agility: maintaining operations whilst progressively building the missing documentary foundations.
The Emotional Aspect: A Key Dimension
The experience revealed an essential lesson: change requires more than just structure and tools. True transformation relies on the emotional dimension, which is often invisible but decisive.
Kotter's model, ADKAR and the Kübler-Ross curve are complementary, combining structure, individual adoption and human reality. However, this last dimension frequently remains neglected. As Deci & Ryan (2000) demonstrated, lasting change emerges when individuals find meaning and maintain a sense of autonomy. Without emotional support, even the best systems remain ineffective.
How Can the Emotional Aspect Be Integrated in Practice?
Some good practices for supporting change on an emotional level:
- Safe spaces for dialogue, to freely express worries and questions,
- Empathetic leadership, nurtured through active listening and non-violent communication (NVC),
- Respect for human rhythm, clear transition rituals,
- Collective involvement, through engaging participatory workshops,
- Embodied communication, championed by change ambassadors,
- Continuous listening, via morale barometers and regular feedback.
A Question for You
In your transformation projects—reorganisation, merger, or team development—do you integrate the emotional dimension to the same extent as processes and tools?
Documentation, training and processes are indispensable, but insufficient on their own. Lasting change rests on three inseparable pillars:
- structure,
- individual adoption, and
- emotional support.
It is the balance between organisational rigour and human support that truly transforms practices.
In our next article, we’ll explore a crucial question: what if your Key Performance Indicators (KPIs) measured your ability to handle administration rather than your real HR contribution? Discover the hidden trap of management that’s disconnected from the field.
By the same author:
Processes Yes, Rigidity No: The Agility Imperative
Processus oui, rigidité non : l'impératif d'agilité
HR Processes in the Digital Age: Balancing Automation, Humanity, and Agility
Processus RH à l'ère de transformation digitale : entre automatisation et humanité, comment rester agiles ?
Image: ra2studio via iStock
