Unmanaged disruption isn’t just an operational risk – it’s a mental health one, too. Furthermore, as workplaces in many jurisdictions are legally obligated to identify and manage psychosocial hazards, failing to effectively manage change could create exposure to duty holders.
Outdated models, inadequate responses
Traditional change management frameworks are no longer fit for purpose. They assume a structured journey from point A to point B that can be planned, communicated and carefully managed.
In reality, today’s disruptions often arrive unannounced, overlap unpredictably and ripple through organisations in unforeseen ways.
Existing guidance for managing disruption often focuses on vague leadership principles such as “communication” and “trust”. Although important, this principles-based approach can be difficult to translate into specific actions leaders can take when facing real-time crises.
There’s also a gap in responsibility. Managing disruption isn’t just a task for senior leadership or the people and culture team. Instead, it requires coordinated action across all levels of the business – with everyone equipped to respond in ways that protect both people and performance.
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What good looks like
Some progressive organisations are already adapting to create their own methods for managing disruption. They’re embedding psychosocial risk management into everyday practices, not just when a crisis strikes.
Crucially, they’re fostering collaboration between change management, mental health and workplace safety and wellbeing experts to develop more resilient systems. This kind of forward-looking, disruption-resilient approach will soon be the benchmark, not the exception.
With legal obligations to manage psychosocial hazards in the workplace firmly in place, Australia is well positioned to lead on this issue. Clear, actionable frameworks for managing continual disruption in ways that support mental health, retention, and long-term organisational resilience are required.
Because if disruption is here to stay – and all evidence suggests it is – our workplaces need to be far better prepared.
Dr Sarah Cotton is a registered and endorsed organisational psychologist and managing director of Transitioning Well.
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