Embracing the State of Transition: the Liminal Space of Change

We often hear about the importance of understanding why change is necessary, envisioning the future, and answering the critical question of "What's in it for me?" (WIIFM) for those impacted. But amidst future possibilities and the pursuit of rapid adoption, there's a crucial aspect that sometimes goes overlooked: the state of transition itself.

The Overlooked Transition State

The transition state is often the most challenging and uncomfortable part of a change process. It's the liminal space between the old and the new, where people have to let go of familiar ways and adapt to something different. This phase can be marked by uncertainty, insecurity, and discomfort. It's a place where behaviour must shift, new skills need to be acquired, and old habits must be abandoned.

While organizations naturally focus on the end goal - improved performance, higher efficiency, and better outcomes - the journey through this transition cannot be neglected. Ignoring the complexities of this phase can lead to a range of issues, including resistance to change, decreased morale, and even failure of the change initiative.

The Importance of Acknowledging Liminality

In change management, we often speak of three stages: the current state, the transition state, and the future state. This framework is helpful for simplifying complex situations and creating clear change management and communication strategies. However, it's important to recognize that these stages are not static. Change is ongoing, and what we consider a "future state" today will soon become another "current state" as new changes arise.

Liminality - the in-between phase - is where real change happens. It's where people must navigate the discomfort of leaving behind the familiar and venture into the unknown. This phase requires more than just understanding the "why" behind the change and support people with training; it demands emotional and psychological resilience.

Supporting People Through the Transition

To support people in this challenging phase, organizations must consciously acknowledge that they are in a state of transition and that the associated feelings of discomfort are normal and expected. This acknowledgment alone can help individuals feel more supported and less isolated in their experiences.

Conversation and effective communication during this phase is critical. It's not just about explaining the reasons for change or the benefits of the future state; it's about addressing the "how" of the transition. How will people be supported? How they can get involved? How will they be equipped to handle the changes? How will their concerns and struggles be addressed? This type of communication needs to be continuous, clear, and compassionate. To make these communications effective, they should start with listening, trying to understand and making sure people feel acknowledged.

Developing Change Resilience

Rather than viewing change as a series of distinct events with clear beginnings and endings, we must recognize that change is an ongoing process. This requires a shift in focus - from merely managing individual change initiatives to developing people’s change resilience and organizational change capabilities.

The real challenge for organizations and individuals is to embrace the continuous transition state we are all in.

Building a change-resilient organization isn't just about implementing the right processes or adopting the latest change management methodologies; it's fundamentally about fostering a culture where open, honest conversations can take place. Conversation is key to understanding what people are truly experiencing during times of change. It allows for the exploration of struggles, uncertainties, and fears - elements that are often glossed over in the rush to reach the desired future state.

However, meaningful conversations about these struggles can only happen in an environment of psychological safety. This safety isn't just about telling people that they can speak up; it’s about ensuring that when they do, their concerns are met with empathy, understanding, and constructive support. The reaction of leaders, peers, and colleagues when someone voices their doubts or challenges is crucial. If responses are dismissive, critical, or defensive, it can shut down dialogue and stifle the very resilience the organization is trying to build.

To truly develop change resilience, leaders must be intentional about how they create and maintain psychological safety. This involves actively listening without judgment, validating the emotions and experiences of others, and responding in ways that build trust rather than erode it. It’s about showing that all voices matter, not just the ones that align with the planned narrative. When people feel safe to express their thoughts and feelings, they are more likely to engage with the change process, contribute ideas, and help co-create solutions.

In this way, fostering psychological safety not only supports individuals through the transition phase but also strengthens the organization as a whole. It enables a more adaptive and agile culture, where continuous learning, innovation and growth are prioritized, and where resilience is built not just in response to change, but as a core organizational capability. By focusing on these aspects, organizations can better navigate the complexities of change.

The Risk of Overpromising Stability

One of the risks in traditional change management approaches is the promise of a better and more stable future state. While this can be motivating in the short term, it can also lead to fatigue and disappointment if the reality turns out to be a continuous state of flux. This is especially true if people already feel overwhelmed by the pace or amount of change.

The sustainable solution is not to promise a static future but to help people build the resilience to thrive in an ever-changing environment. This means acknowledging that we are always in a state of transition and that this is not something to be feared but embraced.

Conclusion: Embrace the Transition itself

Change is not easy. However, by acknowledging the reality of this liminal space and preparing and supporting our people for it, organizations can not only achieve their immediate goals but also build a more resilient and adaptable culture. This shift in focus - from managing a change to embracing liminality - will better equip both individuals and organizations to navigate the complexities of our constantly evolving world.

This shift in focus - from managing a change to embracing liminality - will better equip both individuals and organisations to navigate the complexities of our constantly evolving world.