Management Summary
Change triggers fear in organisations above all when the Messy Middle - the phase between parting and a new beginning - is experienced as chaotic, uncontrollable or threatening. The type of communication is decisive for how strong this fear becomes. Because everything we focus on gains power: emphasising chaos increases chaos. Those who create orientation reduce uncertainty.
Effective change communication is based on three principles:
1. Drama out - facts in: Describe situations in a non-judgemental way, without glossing over problems or ignoring fears.
2. Clarify usefulness: What was useful in the past and what no longer helps today? This makes change comprehensible.
3. Strengthen solution focussing: Acknowledge fears, concretise them and get out of killer phrases with solution-oriented questions.
Appreciation for what has gone before and the conscious recognition of small steps forward create additional stability. In this way, teams and managers are able to constructively support change processes - and turn fear of loss into orientation, responsibility and the courage to embrace the new.
The three phases of change
1. long goodbye
The phase in which the old is still there, but is already crumbling inside. Habits lose stability. People sense that something is coming to an end.
2. messy middle
The most uncertain phase. The old no longer works, the new doesn't yet. Orientation gaps appear - and this is precisely where the fear of losing control grows.
3. new beginning
New structures, roles and processes begin to take effect. The feeling of security slowly builds up again.
Important: These phases last for different lengths of time for each person. And everyone deals with them individually.
Change - Why the Messy Middle generates so much fear
It can be observed in organisations that negative narratives spread quickly:
- „Everything is in chaos here at the moment.“
- „Nobody knows what to do.“
- „What they've come up with will never work.“
When sentences like this wander through corridors and coffee kitchens, they reinforce fear. Because: Everything we focus on gains strength.
Those who place chaos at the centre of their communication will perceive more chaos. Those who thematise uncertainty reinforce it.
It is rarely the factual changes that trigger stress, but the feeling that basic needs (security, orientation, influence, belonging) are under threat.
What does this mean for change communication?
1. drama out - value freedom in
Value-free does not mean emotionally cold.
It means: Name situations without judging them.
Not: „The procedure is chaotic.“
Rather: „There are a lot of unanswered questions right now. Let's sort them out.“
Freedom of values promotes orientation - not defence.
2. no whitewashing
„Drama out“ means explicitly not:
- Talking down problems
- Ignore fears
- Concealing worrying facts
Honesty + clarity = trust.
3. questions about usefulness
This type of reflection helps to remain constructive:
- What has been useful so far?
- What is currently still supporting us?
- What should we adapt because it no longer helps us today?
In this way, we honour the old without holding on to it.
4. getting others out of the drama - communicating with a focus on solutions
Dramatic statements are often just an expression of hurt needs.
Instead of talking against it, it helps to be specific:
„You're worried - about what exactly?“
„How do you know that the process can't work?“
Solution-focussed reframing sentences defuse killer phrases:
- „It can't work like that!“ → „How do you think it would work?“
- „Someone hasn't thought it through to the end!“ → „What exactly do you think is missing?“
This creates constructive responsibility instead of destructive grumbling.
5. appreciation for what was
Polarisation is emerging in many organisations: Some glorify the past, others demonise it.
Both block change.
Healthy communication is: „What we have done so far has served us and enabled our success. Now it no longer serves us to the same extent - that's why we're adapting it.“
6 Recognising what is new
Critics are often louder than supporters. That is why Small progress under. This is where a A conscious look at what has already been achieved.
Example:
A project team never used to do stand-ups. Now it takes place once a week.
Instead of saying: „Still far too rare.“
Better: „It now takes place weekly. What does that make possible?“
This gives new things space and encourages them to grow.
Change - Effective guiding questions for yourself and the team
- Where do I / where do you / do you stand mentally in the three phases?
- Where do I stand / where do you stand / where do you stand emotionally?
- What have I / have you / have you already accepted?
- Where is everything still resisting inside? Why?
- What would a process/solution look like that would be absolutely beneficial for our current situation?
Conclusion: Navigating through change with confidence
Change becomes easier if we don't dramatise it, but look at it realistically, value-free and solution-oriented. Communication decides whether change increases fear - or forms the basis for orientation, courage and new ideas.
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