Change without threat

Is there such a thing as change without threat? The Wellbeing Collective have built a team of like-minded people wanting to make a tangible difference in other people’s lives. We coach, facilitate and support for a living, and in some ways our world is as simple as that. However, we are also a small business trying to hold on tight and become even better.


We have used Covid as an opportunity to review our business model. We have run a business review using techniques we use with other organisations such as Appreciative Inquiry and dialogic organisational development…. and so far, so good!  Our small team has come up with creative ways of redesigning what we do, and how we do it and to date it’s been a testament to team cohesion and trust.

The real issue now is that the ideas generated include a range of changes to our roles, responsibilities and probably more.

This has led me to ponder the question …. Is there such a thing as change without threat? Really is there?

Our team have been involved in the process, we share values and a purpose and yet as the leader I want to find ways to take these next potentially disruptive steps without causing a threat response in my valued colleagues. This is the first blog of a trilogy – today I will share my plans for trying to implement sweeping change without threat, the next Blog in this trio will be in the middle of the change and hear from those most affected (if they are still talking to me) and the last Blog will be a reflection on our journey and our overall learning. These really are important steps to shaping a desired future as part of the ‘D’ for destiny in Appreciative Inquiry.

My plans for minimising a threat response in my team during this next phase of our change project include:

  • Regular one to one time with each person to talk without judgement about the impact on them, their hopes, fears and any feelings of anger or vulnerability.
  • A crystal-clear vison as to where we are going, why we are changing, and their part in our future.
  • Opportunities for each team member to have as much control as possible in this process and to offer clarity over the things beyond their control.
  • A focus on each person strengths and talent conversations to support development plans that will run alongside the formal HR processes.
  • Meaningful communication and positive feedback for each person help people see that even though there is significant change that they are valued.

Amy Hobson, CEO  – The Wellbeing Collective

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