Navigating Organizational Change
Not long ago, I found myself staring at a cancelled flight notice—plans derailed, options limited, and emotions running high. That moment of disruption felt surprisingly familiar, not just personally but professionally. It mirrored what so many of us experience when navigating organizational change. The uncertainty, frustration, and scramble for a new path aren’t unique to travel—they show up every time the workplace shifts direction.
The experience reminded me of the AIM blog “Hands Up! Are Your Employees Ready for the Organizational Change Roller Coaster Ride?”. The piece uses the metaphor of a roller coaster to explain how employees move through change—not just practically, but emotionally. It details the stages people go through during both positive and negative changes.
This blog connects my personal travel detour with that professional insight—because whether you’re on a plane, a train, or a team dealing with change, the ride is rarely smooth.
1. Negative Change: Denial, Anger, and Resistance
When my flight was cancelled, my first response was disbelief—denial. Then came anger: at the airline, the timing, the situation. This emotional curve mirrors what the AIM article describes as common in negative change, where loss or uncertainty is involved.
In the workplace, negative change often shows up as reorgs, layoffs, or abrupt policy shifts. The roller coaster begins with:
-
- Denial (“This won’t really happen”)
-
- Anger (“Why is this happening?”)
-
- Bargaining (“Maybe I can change it back = get on another flight tonight”)
As AIM points out, these emotions aren’t bad—they’re indicators that transition is underway. But ignoring them? That’s what prolongs resistance.
According to Gartner’s 2025 HR Priorities Survey, 73% of HR leaders report that their employees are experiencing change fatigue, and 74% believe that managers are not adequately equipped to lead change effectively.
Tactics from AIM and experience:
-
- Vent constructively: Give space for emotional expression without blame.
-
- Seek support: From colleagues, mentors, or outside voices who bring perspective.
2. Bargaining and Emotional Exhaustion
After denial and frustration, I scrambled to find alternatives—bargaining with people at the desk, apps, flight search engines, and itineraries. When nothing worked, exhaustion took over. AIM labels this as depression, the stage where people hit emotional fatigue.
In organizations, this may look like quiet quitting, absenteeism, or disengagement—not resistance, but emotional depletion. Feeling tired I booked a hotel for the night.
Tactics that help:
-
- Communicate clearly and often: Even saying “we don’t have the answer yet” builds trust.
-
- Start small: Encourage people to take one step forward, no matter how minor.
3. Exploration: The Train That Changed Everything
At some point, I had to make a decision. I booked a train—a mode of travel I hadn’t used since college. Back then, hopping on a train was second nature. This time, it felt risky and unfamiliar. Why I wondered? Why was I stuck in a belief that an airplane as the only way to travel? Well, it is normally convenient and quick. This unfortunately has been changing leaving me spending hours at airports waiting.
This moment represented exploration and acceptance, the final two stages of the AIM curve for negative change. According to AIM, this is when:
-
- People begin to accept the loss.
-
- Focus shifts toward the future.
-
- New options are tested.
It wasn’t just about the travel—it was a reminder of the strength and adaptability I’d forgotten I had. In the workplace, change agents must help people tap into that same kind of resilience. We also need to move ourselves through the change curve.
Tips for change agents:
-
- Encourage experimentation in a psychologically safe space.
-
- Work with Sponsors to reinforce progress with recognition, not just outcomes.
4. Everyone Rides the Roller Coaster Differently
The AIM article makes another critical point: no one rides the emotional roller coaster the same way. As I sat on the train, I noticed others dealing with delays in totally different ways—some calm, some anxious, some cracking jokes.
The same is true on teams. Some employees sprint to “acceptance” while others lag in denial or resistance. Your job isn’t to push them—it’s to understand where they are and meet them there.
Change agent strategies:
-
- Understand that people are at different places on the AIM change curves.
-
- Listen to them! Establish expectations – the plane is cancelled, and we cannot get you on another plane tonight.
5. Positive Change Still Has Curves
Interestingly, the AIM article also reminds us that positive changes—like a promotion or a long-awaited system rollout—trigger their own emotional loops. Those stages include:
-
- Uninformed Certainty
-
- Informed Doubt
-
- Resistance
-
- Realistic Concern
-
- Informed Certainty
Even when change seems “good,” people still experience ups and downs. It’s not about liking or disliking change—it’s about processing it.
Riding the Train Home
Whether you’re facing a cancelled flight or an organizational overhaul, change takes you on a ride. There are moments when you want to get off, moments when you white-knuckle it, and—if you’re lucky—moments where you surprise yourself by adapting in ways you didn’t expect.
The AIM framework gave me a powerful lens to reflect on my own response. That old train ride reminded me: sometimes the way forward requires stepping into the unknown. Where do you pick up the train? What will it be like?
It also helped that the airline representatives stated clearly the plane was cancelled and no chance that was changing. They also told me that the planes the next day would be affected and might be cancelled or delayed. This helped me decide to move forward with finding another way to get home.
Where are you right now on the emotional change curve? Are you stuck in resistance, testing something new, or helping others through the dip? Contact us if you’d like to learn more about navigating organizational change.
