Slow change transformation: stabilisation and human flourishing in the workplace
As business hurtles along at pace, most discussions around organisational transformation focus on readiness for everything, adaptation, and rapid and continuous change. However, an emerging and equally important strategy involves what can be called "slow-change transformation”. This approach centres on stabilising the existing organisational system and prioritising human flourishing over constant upheaval.
Recently the author of The Problem With Change, Ashley Goodall sat down with Dart Lindsley in an episode of Work For Humans titled “Life in the Blender, Surviving the Chaos of Modern Workplaces”. The pair explore the turbulence employees face in modern workplaces, where the constant push for innovation often leads to burnout and instability. We’ve been geeking out about this episode since it aired and pondering how organisations can prioritise balance and human-centered strategies instead of relentless transformation.
So what does it mean to do slow-change? Think about how we as humans regulate our nervous system. We slow our breathing, become more present and pause to make sense of what is going on in our body. What if we applied the same stabilisation and regulating to the organisation’s collective nervous system?
The necessity of a thriving culture
I’ve watched and been involved with organisation after organisation implementing change to improve productivity. Centralisation. Decentralisation. Outsourcing. White-labelling. Off-shoring. Rebuilding. Agile (big A and little a). Instead of the merry-go-round of restructure/realignment and the follow-on effects of those changes onto other changes – what if we stopped, stabilised and then co-created transformation together?
Often overlooked during periods of change, culture is the foundation of any organisation. Instead of focusing purely on radical shifts, stabilising an organisation involves nurturing a culture where employees feel safe, valued, and heard.
Fostering a thriving culture is a necessity, not a luxury. It is the environment where people can bring their whole selves to work. It fosters inclusion, safety, and autonomy. A super handy by-product of a thriving culture is increased productivity. How can we lead transformation from a grounded, stable environment rather than from constant external pressure and change?
“Build a culture where employees feel safe, connected, and empowered to grow.”
Psychological safety: Foster an environment where individuals feel comfortable taking risks, sharing ideas, and making mistakes without fear of punishment. A thriving culture encourages vulnerability and transparency.
Inclusive and authentic leadership: Leaders who are empathetic and authentic build trust and resilience. Cultural cohesion stems from leadership that models openness, emotional intelligence, and inclusiveness.
Human flourishing: Encourage a culture where well-being is prioritised alongside performance. Promote collaboration, curiosity, and continuous learning so that the entire organisation feels connected and supported in their roles.
One of the primary causes of stress in organisations is uncertainty. It disrupts people's sense of control, stability, and predictability which are critical for maintaining psychological and emotional well-being. Modern workplaces are chaotic. Employees often feel like they are being tossed around in a storm of competing priorities, technology shifts, and business model changes. Every week there is some great idea about how to improve things by centralising another bit of work (which is code for you’ll do more with the same amount of time).
Yet, by stabilising these environments and prioritising human-centred processes, strategies and systems, businesses can provide their employees with the space they need to think creatively, collaborate, and bring their best selves to work. When well-regulated, humans are naturally curious about how to do work more efficiently, with joy and/or faster.
“Cultivate a sense of grounding and stability amidst change, allowing employees to adapt without feeling overwhelmed. ”
Predictability and clarity: Stabilisation is about providing a sense of predictability where possible. Clear communication, consistent routines, and transparent leadership help employees feel grounded.
Gradual change: Implement changes incrementally, allowing employees to adjust at a manageable pace rather than overwhelming them with sudden shifts. This reduces stress and fosters trust in the process.
More example interventions include reframing uncertainty as an opportunity for growth, innovation, and resilience rather than something to be feared.
Accepting the unknown: Encourage a mindset where uncertainty is recognised as an integral part of modern business. Rather than attempting to control every variable, focus on developing flexible, adaptive strategies with your employees that can evolve with changing conditions. Signal scanning is a great tool to do this. Signals are ‘blips’ or ‘prompts’ from potential futures that show up in the current environment. Spending some time on understanding signals with your team allows them to ask questions like ‘what does this mean for us?’, ‘how might this change what we do for our customers?’, ‘what would this mean for our performance if we tried something like this?’
Empower employees to innovate: By giving teams permission to experiment and learn from mistakes, organisations can cultivate a culture of resilience. Employees become more adaptable and creative when they know that uncertainty is embraced rather than resisted and it’s safe to make sense of something with an experiment.
Future-proof leadership: Leaders who model comfort with uncertainty and encourage thoughtful risk-taking inspire confidence across the organisation. This mindset helps employees navigate the unknown without unnecessary anxiety.
Deliberate and connected systems
Organisations that seek to stabilise must focus on deliberate and connected systems. This principle is the hook that keeps the organisation aligned and coherent. Rather than reacting impulsively to every external trend or internal pressure, deliberate systems promote thoughtful, connected decision-making. All tied to a clearly defined ambition or vision of where the organisation is heading.
Make the ‘system’ visible by making it visual – literally map the inputs and outputs across the organisation and understand where knowledge, information, decisions, resources and money flow. Systems must be designed to support the flourishing of people within the organisation, so add in beliefs, patterns, mindsets and behaviours.
Drawing on system level analytics and data insights helps leadership make informed decisions about where stability is needed and where adjustments can provide long-term benefits without causing unnecessary stress. Then back it up with better communication channels, well-integrated workflows, and using technology in ways that enhance rather than overwhelm the human element of work.
“Ensure that systems are intentionally designed to foster interconnectedness and reduce friction within the organisation. ”
Holistic integration: Deliberately connect different systems (technological, human, operational) to work in harmony. This reduces silos and ensures clearer and more effective communication across departments.
Clear structures and processes: Create decision-making frameworks and communication channels that are predictable yet adaptable, giving employees clarity on how changes are made and how they can contribute.
Collaborative tools: Leverage systems and tools that promote real-time collaboration and knowledge sharing. Connected systems empower employees to work seamlessly, enhancing both productivity and creativity.
Stretching Towards Possible Futures
Stabilisation doesn’t mean stagnation. In fact, by embracing slow-change transformation, organisations can more effectively stretch towards multiple, plausible futures. This approach isn’t about avoiding change but about making intentional, meaningful shifts that are grounded in the well-being of both the people and the systems within the organisation.
In ‘Life in the blender’, Goodall shared the need for balance amid the chaos. Employees crave structure, and organisations can provide balance while still remaining flexible enough to adapt to future trends. Stretching toward plausible futures involves foresight and preparing for transitions in a way that doesn’t compromise the present well-being of employees. It's a delicate balance between staying grounded and being forward-thinking—creating space for innovation without sacrificing stability.
“Encourage forward thinking and explore multiple futures through scenarios to shape change together. ”
Scenario planning: Foster a culture of exploration by engaging employees in scenario planning and foresight exercises. Thinking about possible futures provides clarity on how the organisation can prepare for diverse outcomes, reducing the fear of change and enhancing organisational flexibility.
Mindset stretch: While stability is key, organisations also need to think beyond the present. Exploring potential future trends, technologies, and market shifts and the impacts they may have for your business allows leaders to stretch their capabilities while remaining grounded in the organisations core values.
Balancing optimism and pragmatism: Inspire hope through vision and innovation, but balance this optimism with realistic, actionable plans. Possible futures should spark excitement and engagement while ensuring the organisation is well-prepared for any disruptions.
DISCO’s philosophy of slow-change transformation is counter to the way we’ve been taught to run at the world... and... with increases in employee exhaustion, turnover, incidents of psychologically unsafe workplaces, bullying and harassment claims and poor performance… isn’t it worth taking a step back and looking at how you can achieve your strategic goals without throwing everything in the blender?
Katy Cooper is an experienced Futurist, trained through The Institute for the Future, POLI-Design at Milan POLI.technic and Copenhagen Institute for Future Studies. She has also studied Disruptive Innovation with INSEAD. She holds a Graduate Diploma of Management (GradDipMgt) from Australian Institute of Business. Katy is an exceptional Experience Designer and Facilitator. She helps organisations and communities build strategic plans and leadership capability for a future they can’t see yet through her foresight-driven, whole systems design practice.