Change has always been infinite, but nowadays it’s unrelenting. Most companies aren’t dealing with one or two big change initiatives, but a plethora of complex changes at any given time. Change management models popularized in the 1990s are outdated. Often, they use linear methods and negative techniques—fighting resistance, creating urgency, and so on—we’ve all heard the refrains. This can put folks in a downbeat headspace and often creates a climate of resentment.

The CARE model assumes people are willing and able to change if…

• The reasoning is clear, compelling, and personally meaningful

• The change is done with them (not to them)

• Leaders are aligned and demonstrate support

• Specific change impacts are well understood, clearly documented, and communicated—including process and ways of working changes (not just system or technology changes)

• Opportunities for learning, experience, practice, and even psychological support are provided

A quick note about empathy: it is often overlooked when the reality is that our brains are “programmed” to avoid change. Taking time to listen, understand the viewpoints and experiences of those affected, and offering support are vital ingredients for a successful transition.

Finally, CARE is iterative and mutually reinforcing. Any of the elements may be applied at any time and will be repeated over and over as more and more details about the change are gathered and understood.