Paul Cohen
In a world of constant transformation, organizations often underestimate the human cost of change. In fact, Gartner (2023) states that 73% of employees affected by change report moderate to high stress levels, and those experiencing change-related stress perform 5% worse than average.1 At V2A, we’ve developed a model that puts people at the center, helping organizations align efforts, build capabilities, and move forward with sustainable change.
The model is based on a matrix that crosses two key dimensions: on one side, the organizational levers that must be activated (Communication, Coalitions, and Commitment); and on the other, the individual adoption pillars required to integrate the new way of working: Know, Can, and Want (Information, Capabilities, and Conviction). This intersection helps us understand what to activate, with whom, and how.
What the organization needs to activate
- Communication: It’s not just about sharing information—it’s about creating real two-way dialogue. Leaders must open up space to actively listen, gather input, respond to concerns, and adapt the course as needed.
- Coalitions: For change to gain traction, we need to bring together people who share the same mindset and are willing to drive the effort throughout the organization. These formal or informal alliances become the engine that fuels conversations, flags risks, and provides direction.
- Commitment: A clear sign of organizational commitment is the ability to reprioritize. If the change adds workload, there are two paths: increase capacity or stop doing things that no longer add value. It’s not just about asking for more effort, it’s about making space for what truly matters.
What people need to adopt change
- Know: The starting point is clarity. People need to understand what’s changing, why it matters, and what’s expected of them. Without it, uncertainty and resistance quickly take hold. Town halls are powerful opportunities to share the vision, set expectations, and address questions or concerns in a transparent and engaging way.
- Can: Change requires more than goodwill. People need the right skills, knowledge, and tools to act with confidence. Targeted training and toolkits can empower teams to adopt new ways of working. While some groups may benefit from formal training, others might need quick-reference guides—or simply support from peers to build confidence and momentum.
- Want: People must want to change. This requires an emotional connection to the vision, a clear sense of urgency, and a tangible understanding of the benefits—at the organizational, team, and individual levels. Leaders play a key role by modeling the desired behaviors and consistently reinforcing the “why,” the urgency, and the positive outcomes of adoption.
- What happens when both dimensions intersect?
The true power of the model lies in its intersection. When we cross what the organization does with what people need, we can pinpoint the right actions. For example, if we want to build capabilities, do we have a coalition ready to lead training? Is communication helping close skill gaps? Are people truly motivated or just complying?
So how is it applied?
The model breaks change down into specific, actionable components. It helps identify gaps, prioritize interventions, and assign accountability. This analysis turns into a concrete change management plan, fully integrated with the master transformation plan (from a PMO perspective), ensuring focus and alignment across the process.
At V2A Consulting, we align organizations and people so change delivers real impact.
References:
1 Gartner, “Change Communication Insights,” 2023. Available at: https://www.gartner.com/en/corporate-communications/insights/change-communication
