Making Change When the Stakes Are Low: Building Resilience for the Future

In organizations, change is often triggered by crisis—a market shift, a product failure, or a major internal issue that forces immediate action. But what if the best time to make changes is when everything is running smoothly, and the stakes are low? Incremental change, done proactively, can build resilience, making it easier to adapt when unexpected challenges arise. Instead of scrambling to respond to emergencies, teams that embrace a culture of continuous improvement and a change mindset can navigate tough times with confidence and agility.

Why Change Before Crisis Hits?

Many organizations wait until they are in a crisis to implement significant changes, whether it’s an overhaul of processes, organizational structures, or strategic goals. However, when teams are in “crisis mode,” there is often less time, energy, and mental bandwidth to thoughtfully consider and implement these changes. This can lead to rushed decisions, resistance from team members, and a higher risk of failure.

Making process changes when the stakes are low offers several advantages:

• Lower Pressure: Without the weight of an impending deadline or external threat, teams have the time and space to experiment, evaluate, and fine-tune changes.

• Greater Flexibility: In non-crisis times, organizations can afford to make small, incremental adjustments rather than large, sweeping changes. These smaller shifts are easier to manage and integrate.

• More Buy-In: Team members are often more receptive to change when it’s framed as a proactive improvement rather than a reactive necessity. This encourages open communication and collaboration, creating a healthier environment for change.

Incremental Change Builds Resilience

Small, incremental changes are the building blocks of long-term organizational resilience. When changes are made gradually, teams have the opportunity to adapt and learn at a manageable pace. Over time, these small adjustments create a culture of adaptability, where change is expected and embraced rather than feared.

This concept aligns with the Agile mindset, where continuous improvement is a core principle. In Agile, teams work in short, iterative cycles, constantly refining their processes and adjusting to feedback. This approach doesn’t just apply to product development—it can be used to refine internal processes, workflows, and even leadership styles.

By making incremental changes when the risks are low, organizations strengthen their ability to respond to sudden, unexpected challenges. When something goes wrong—whether it’s a major market shift, an unexpected competitor, or an internal disruption—teams are already used to adapting. They’ve practiced making small changes, so they can handle bigger ones when needed.

The Change Mindset: Fostering a Culture of Adaptability

A change mindset is the foundation of organizational resilience. Rather than waiting for change to be imposed from the top down during times of crisis, a change mindset encourages all team members to actively seek out improvements, share ideas, and be open to new ways of working.

Here’s how to cultivate a change mindset in your organization:

• Promote Continuous Improvement: Encourage teams to regularly reflect on their processes and identify areas for improvement, no matter how small. This can be done through retrospectives, feedback sessions, or regular check-ins.

• Empower Employees to Experiment: Allow teams the freedom to experiment with new tools, workflows, and ideas. A small pilot project or test run is a great way to try out changes with minimal risk.

• Celebrate Small Wins: Recognize and celebrate incremental changes that lead to improvements, no matter how small. This reinforces the idea that change is positive and necessary for growth.

• Encourage Open Communication: Foster a culture of transparency where team members feel comfortable sharing their concerns, ideas, and feedback about potential changes. Open communication helps reduce fear and resistance.

When change becomes a regular part of how the organization operates, it no longer feels like something to fear or resist. Teams are prepared for whatever challenges come their way, knowing they can adapt and thrive.

The Danger of Enforced Change in Crisis

Forcing change upon a team in the middle of a crisis often leads to resistance, confusion, and stress. When teams are already overwhelmed by external pressures, they may not have the mental or emotional capacity to embrace new processes or ways of working. In such high-pressure situations, rushed changes can lead to miscommunication, inefficiencies, and even burnout.

In contrast, organizations that adopt incremental change over time are better positioned to handle major shifts. Their teams have already internalized the idea that change is part of the process, so when bigger transformations are needed, they’re more likely to respond with flexibility and resilience.

Building a Long-Term Vision for Change

When leaders take the time to plan for incremental change during periods of low risk, they are investing in the long-term success of the organization. This forward-thinking approach builds trust within the team, ensures smoother transitions during times of crisis, and helps prevent the “firefighting” mode that can so often take over when something goes wrong.

A long-term vision for change should include:

• Regular Process Reviews: Periodically review workflows and processes to identify potential improvements, even if things seem to be running smoothly. This keeps teams focused on continuous improvement and helps prevent stagnation.

• Training and Development: Equip team members with the skills and mindset needed to handle change. This could include training on Agile methodologies, problem-solving, or communication skills.

• Leadership Support: Leaders should model a change mindset by being open to feedback, showing a willingness to adapt, and supporting their teams through the process of change.

By embedding change into the DNA of the organization, leaders create an environment where teams are always learning, adapting, and improving—ready for whatever comes next.

Conclusion: The Power of Proactive Change

Making change when the stakes are low isn’t just a smart strategy—it’s a powerful way to build a resilient, adaptable organization. Slow, incremental change fosters a mindset of continuous improvement, making it easier to handle larger, unexpected challenges when they arise. Rather than enforcing change during times of crisis, organizations can cultivate a culture that embraces change as an ongoing process, leading to greater agility, innovation, and long-term success.

So, when things are running smoothly, that’s the perfect time to start thinking about change. It’s the small steps today that will help you weather the storms of tomorrow.