Making Sense of Change Part 1: Why Understanding Matters More Than You Think
Change is one of the most challenging aspects of organisational life, yet it's also one of the most poorly understood. While leaders often focus on the technical aspects of change, new systems, restructured teams, and updated processes, they frequently overlook the human element: how people make sense of what's happening to them.
This two-part series explores the invisible but critical process of meaning-making, especially during times of change. We examine why some people adapt quickly while others struggle, and crucially, what leaders and coaches can do to help everyone find their footing.
In Part 1, we delve into the science behind how humans process change, exploring the psychology of uncertainty and why traditional change programmes often fail. We pay particular attention to neurodiversity, recognising that different brains process information and respond to change in fundamentally different ways.
Part 2 shifts from theory to practice, offering six concrete strategies that leaders and coaches can use to help their teams make genuine sense of change. We also explore how coaches can support their ‘thinkers’ through uncertainty and share a real-world example of effective sensemaking in action.
Whether you're leading organisational change or coaching individuals through transition, understanding how people make meaning isn't just helpful, it's essential for success.
"The single biggest problem in communication is the illusion it has taken place." — George Bernard Shaw
Change is unavoidable. Whether you're leading a global business transformation or trying to get your team to adopt a new coffee machine, it’s likely you'll run into the same quandary: why do some people get it straight away, while others look at you as if you've just suggested abolishing Mondays? The answer often lies in our meaning-making, the invisible process by which people connect the dots, fill in the gaps, and decide what, if anything, this change means for them.
Effective leaders and coaches know that meaning doesn't trickle down from the boardroom or arrive with a slick PowerPoint. It's built, bit by bit, in conversations, stories, and sometimes even in silences. The process of how we make meaning doesn't look the same for everyone.
The science of meaning-making (and why brains differ)
Humans are compulsive meaning-makers. We're constantly constructing stories to explain what's happening around us, sometimes logically, sometimes less so. As Karl Weick (1995) put it, "Sensemaking is about the ways people generate what they interpret." And yet, the way we make sense of change isn't one-size-fits-all.
An example of this is neurodiversity, the natural variation in human brains and cognition, including, and not limited to, autism, ADHD, and dyslexia. In any team, you'll have a mix of neurotypical and neurodiverse thinkers, each with distinct ways of processing information and responding to change.
Neurodiverse individuals may need more explicit, concrete communication. Abstract metaphors, office jargon, or "reading between the lines" can confuse or even alienate. Sudden changes or ambiguous messages may leave neurodiverse colleagues feeling anxious or excluded, especially when routines or expectations are disrupted (Russell et al., 2019). Yet, they may also spot inconsistencies or patterns others miss, offering valuable insights into the change process. As Dr. Stephen Shore says, "If you've met one person with autism, you've met one person with autism." The key here is to avoid generalising, and focusing on asking questions, listening, and then adapting to suit.
During periods of change, everyone's sensemaking accelerates. We look for signals, try to read between the lines, and fill in blanks when clarity is absent. Sometimes we get it right. More often, we create myths, rumours, or worst-case scenarios, especially when official communication is patchy. This isn't a sign of troublemakers; it's simply human nature. As neuroscientist David Rock notes, "The brain craves certainty, and in its absence, will create stories to fill the void" (Rock, 2009).
The psychology of uncertainty
Change triggers uncertainty, and uncertainty triggers anxiety. Research by Brashers (2001) shows that uncertainty can lead to "information-seeking behaviours", people hunt for meaning, ask colleagues, gossip, or even trawl the company intranet for clues. If leaders don't feed this hunger with clear, honest communication, people will feed themselves, sometimes on a diet of half-truths.
For neurodiverse team members, this hunger can be particularly acute. Predictability and routine are often key for our sense of security, meaning that sudden or poorly explained changes can be deeply distressing. Conversely, when communication is clear, direct and inclusive, neurodiverse individuals often bring distinctive strengths to the table, including unique problem-solving approaches and an ability to spot detail that others miss.
Why leaders and coaches must care
It's tempting to see meaning making as the soft stuff, something for HR to worry about while you get on with the "real" work. The data says otherwise. A McKinsey study found that 70% of change programmes fail, mostly due to "people issues": misunderstanding, fear, lack of engagement (McKinsey & Company, 2023). Where sensemaking is supported, the rate of successful adoption can jump by 30% or more (Aiken & Keller, 2009).
There's a personal cost, too. When people can't make sense of change, their stress rises, their performance drops, and their trust in leadership erodes (Kotter, 2012). For coaches, this is familiar territory: our 'thinkers' aren't just working through new processes, but new identities. Change threatens to rewrite the stories they tell about themselves, and unless we help, the plot twist might not be a happy one.
For neurodiverse team members, the stakes are even higher. They may need more time, information, or different formats of communication to make sense of change. If these needs are ignored, we can risk not just confusion, but disengagement and exclusion of valuable voices.
The data behind the drama
A recent survey by McKinsey found that 70% of change programmes fail, largely due to "people issues" such as misunderstanding, fear, and lack of engagement (McKinsey & Company, 2023). Organisations that prioritise communication and sensemaking see up to 30% higher rates of change adoption (Aiken & Keller, 2009).
Gallup's 2022 State of the Global Workplace report found that only 21% of employees feel engaged at work, and a major driver is "lack of clarity or purpose during change" (Gallup, 2022). Harvard Business Review reports that when leaders communicate the purpose behind change effectively, employees are 3.5 times more likely to be engaged (HBR, 2021).
When neurodiverse employees feel included and understood, research shows team innovation and problem-solving measurably improve (Austin & Pisano, 2017).
Understanding why meaning-making matters is only half the battle. In Part 2, we'll explore practical strategies you can use to help your team make better sense of change, including specific approaches that work for neurodiverse 'thinkers'. We'll also look at how coaches can support their clients through periods of uncertainty and share a real-world example of sensemaking in action.
Because when it comes to change, it's not what you say that matters, it's what they make of it.
About Amanda
Amanda Livermore is the founder of LORE Consultancy Ltd and a Professional Certified Coach (PCC) with the International Coaching Federation (ICF). With over 20 years of experience in coaching, training design and facilitation, Amanda specialises in helping individuals and teams develop the skills to work more effectively together. As both a trained mentor coach and coach supervisor, she supports coaches in their own professional development whilst helping organisations create more inclusive, psychologically safe environments where different perspectives are valued and heard.
References for Part 1:
Aiken, C. & Keller, S. (2009) 'The Irrational Side of Change Management', McKinsey Quarterly, 2, pp. 100-109.
Austin, R. D. & Pisano, G. P. (2017) 'Neurodiversity as a Competitive Advantage', Harvard Business Review, May–June, pp. 96–103.
Brashers, D. E. (2001) 'Communication and Uncertainty Management', Journal of Communication, 51(3), pp. 477-497.
Gallup (2022) 'State of the Global Workplace'. Available at: https://www.gallup.com/workplace/349484/state-of-the-global-workplace-2022-report.aspx
Harvard Business Review (2021) 'The Science of Organizational Change'. Available at: https://hbr.org/2021/09/the-science-of-organizational-change
Kotter, J. (2012) Leading Change. Boston: Harvard Business Review Press.
McKinsey & Company (2023) 'The State of Change Management', McKinsey.com.
Rock, D. (2009) 'Managing with the Brain in Mind', Strategy+Business, 56, pp. 1-7.
Russell, G., et al. (2019) 'The impact of diagnostic disclosure on mental health and wellbeing in autistic adults', Autism, 23(7), pp. 1783-1796.
Weick, K. E. (1995) Sensemaking in Organizations. Thousand Oaks: Sage.