Navigating Through Uncertainty: Managing Change

Our recent Culture Exchange session focused on navigating through uncertainty. As is our practice at DJA, we began by checking in with participants: How are you doing? To what degree is your work being impacted by change? Responses were strikingly consistent—everyone present reported being in the deep end of the pool in regards to change. The emotions shared were filled with grief, anxiety, and frustration. All valid and validated in our shared space.

Change is not a singular event, especially when values are involved. One day “we are doubling down on…” and the next we are disbanding it. Though the events may be striking, the experience is better understood as a transition—a process that unfolds in stages, often messily, non-linearly, and uniquely for different people. Even when the same organizational or systemic change is happening to an entire group, individuals will experience it in their own way and at their own pace.

One model that offers a helpful framework for understanding these stages is William Bridges’ Managing Transitions. Bridges describes three key phases of transition: Endings, the Neutral Zone, and New Beginnings. Each stage presents opportunities for greater clarity and strategic action, particularly in how we communicate and engage with others. Understanding these stages allows leaders to support their teams through uncertainty with greater empathy and effectiveness.

Endings: Acknowledging Loss and Honoring the Past

Change of any nature often begins with an ending, and endings can be painful. People need to process what’s happening, and what is no longer present. Even when change is anticipated to lead to a desired future, pausing to fully be in the experience of an ending is important. When no clear path forward is in sight, endings have the potential for being a place to get stuck or apathetic.?

Leaders must create space for people to acknowledge loss and navigate their emotions.

Here are a few key steps to support the Endings stage:

• Clearly Define What’s Changing: Change can feel overwhelming when it is perceived as all-encompassing. Leaders should provide clarity by explicitly articulating what is changing. For example, "Our funding structure is shifting, which means some programs will be restructured or phased out."
• Recognize What’s Not Changing: In times of upheaval, it is equally important to highlight continuity. Identifying stable elements can provide a much-needed sense of security. For instance, "We continue to prioritize our employees and their security. Even through funding and programmatic shifts, retaining our valued employees will remain a top priority."
• Identify Who is Impacted: Transparency about who is affected by the change helps prevent misinformation and builds trust. Leaders should acknowledge the people and roles that will be most impacted, ensuring they are supported throughout the transition.
• Create Space for Emotions and Memories: People may need time to grieve the loss of what has become important to them, in some cases their work and in others parts of their identities. Encouraging open conversations about the change and allowing space for people to share their feelings.

The Neutral Zone: Navigating Uncertainty

The Neutral Zone is an in-between space where people are trying to figure out what happens next, how to get from here to there. This stage is often marked by confusion, uncertainty, and can include a mix of both hope and hesitation.

Key strategies to support people in the Neutral Zone include:

• Clarify Roles and Expectations: As familiar structures shift, people may struggle with ambiguity about their responsibilities. Providing role clarity and outlining short-term expectations can help stabilize the team during the transition.
• Increase Communication and Feedback: Frequent and transparent communication is crucial in this stage. Leaders should actively check in with employees, invite questions, and provide regular updates to reduce uncertainty.?

Communication was a focal point of the Culture Exchange. Participants shared wanting and needing:?

“Listening with judgment”

“Flexibility and understanding”

“Acknowledging that this is difficult”

“Emotional support for change leaders”

“Kindness”

• Set Milestones and Recognize Wins: Even small accomplishments should be acknowledged to build momentum. Setting short-term goals and celebrating progress can create a sense of movement, even amid ambiguity. A win can be related to well-being, providing care or supporting a colleague with their workload while they took needed time away from work.
• Invite Contributions and Co-Creation: People are more likely to embrace change when they feel they have a voice in shaping it. Encouraging team members to share their insights and ideas for the path forward fosters engagement and innovation.?
• Establish Temporary Structures: In times of transition, temporary guidelines, pilot programs, or interim teams can provide a framework that gives people a sense of stability while allowing flexibility as the new reality emerges. The Culture Exchange, for example, is our way of creating a temporary structure–to check in with each other, stay connected, and continue to invest in learning.?

New Beginnings: Our Next Leadership Opportunity

The final stage of transition is the New Beginning—when people start to internalize the change and regain confidence in the future. However, singular or perceived inauthentic focus on the “glories of what we might be” is incredibly difficult. As one participant in the Culture Exchange mentioned, “We often get push back against our efforts to focus on the future, calling them ‘toxic positivity’”. It’s so tough to know exactly how to show up in a way that meets everyone’s needs, especially when you are going through your own emotional roller coaster. I see you, leaders and managers.

Think back to March 2020. The early stage of the Covid pandemic was not the right time to shout “Ok, folks, here’s our plan for the next 12 months.” Or, “Let’s look on the bright side…” We didn’t know what was going to happen next, let alone have the power to control all the variables. Honestly, we don’t always know what will happen next, but we do have the ability to influence the ways in which we show up through the process.?

At the early stages of change, what is most helpful to focus on? Focus on the direction of your energy–away from fear and toward a desired future.

Endings are filled with loss and grief. Those are real feelings and deserve acknowledgment. The Neutral Zone tempts us to stay stuck. We can easily justify inaction, finger-pointing, and apathy. But a desirable tomorrow is going to require action, and the first action may just be reorienting ourselves.?

Is our energy–our discussions, planning, and idea generation all focused on the past??

If yes, how do we give ourselves permission to feel the feels, while simultaneously turning ourselves away from fear and grief, and toward possibility, options, and expanding our agency??

Our NOW Opportunity: Lead with Clarity and Compassion

When there is ambiguity about the future, it is nearly impossible to generate the energy or enthusiasm needed to pursue new beginnings. We can all play a critical role in guiding teams through uncertainty by providing clear communication, emotional support, and a structured approach to transition.

By understanding and applying the three stages of transition—Endings, the Neutral Zone, and New Beginnings—leaders can help their teams navigate change with resilience and confidence. The key is to approach change not as a moment in time, but as a process that requires thoughtful planning, ongoing dialogue, and a commitment to the well-being of those involved.

Ultimately, managing through uncertainty is about balancing the reality of disruption with the promise of possibility. It is about recognizing loss while embracing reinvention. And most importantly, it is about fostering an environment where people feel seen, supported, and empowered to move forward—together.

Let’s continue the conversation. I invite you back to Culture Exchange, and for deeper connection and community, to CultureRoad–our always-on community that actively learns, shares, and provides coaching support as we navigate through change, and co-create our path forward.?

?

Explore Our Programs & Calendar

Learn more about the practices mentioned in this post by checking out?our programs.?Whether you’re a manager looking for in-depth skill development, a leader wanting tools to navigate change, or an individual contributor needing structure and support for bringing well-being into focus, our learning & development programs are for you!

?