The Role of Change Management in Uncertain Times
Part 2 of 4 in our VUCA Series: Uncertainty
Uncertainty is everywhere. Economic conditions shift, technology evolves overnight, and customer expectations change in ways we can’t always predict. For many leaders, this creates a constant question: “How can we make decisions when we don’t have all the answers?”
Last week, in Part 1 of this series, we explored Volatility, the speed and turbulence of change. Today, we turn to Uncertainty, which is closely related but different. Where volatility is about the pace of change, uncertainty is about not knowing what will happen next or how events will play out.
What Is Uncertainty and Why Is It Challenging?
Uncertainty arises when you lack reliable information or a clear path forward. It’s the product launch where market trends could swing either way, the regulatory environment that may shift overnight, or the leadership transition that leaves people unsure of priorities.
In these moments, hesitation creeps in:
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Leaders delay decisions for fear of making the wrong call.
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Teams lose confidence because they don’t know what’s coming.
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Communication slows as people wait for clarity that may not arrive.
Uncertainty often leads to paralysis. And in a world that demands agility, paralysis is costly.
How Change Management and Change Capability Help
A structured change management methodology, like LaMarsh’s Managed Change™ approach, can bring clarity even when the answers aren’t fully known. By focusing on what we do know, the purpose, the impact on people, and the process, we can move forward with confidence rather than waiting for perfect information.
But as with volatility, change capability is what really sets resilient organisations apart. Teams that are accustomed to navigating change don’t expect every answer upfront. They trust the process, stay engaged, and adapt as more information becomes available.
When change capability is built into the culture:
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Leaders communicate with transparency, even when they don’t have all the details.
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Employees feel included, knowing their input is valued in shaping the path forward.
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Decisions are made iteratively, allowing the organisation to pivot as new information emerges.
In uncertain times, confidence doesn’t come from knowing everything. It comes from knowing how to respond when you don’t.
Practical Steps for Leading Through Uncertainty
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Be open about what you know and don’t know
Honesty builds trust. It’s better to share a partial picture than to stay silent. -
Create short, flexible planning cycles
Break initiatives into smaller phases that can adapt as things change. -
Stay close to your people
Encourage feedback, listen to concerns, and share updates often. -
Focus on purpose over prediction
People can handle uncertainty better when they understand the “why.” -
Equip leaders with communication tools
Leaders need both the language and confidence to keep teams steady when answers are unclear.
Uncertainty Can Be a Catalyst
Uncertainty isn’t just a challenge, it’s an opportunity to build resilience. Organisations that develop strong change capability learn to act confidently without having every variable under control. They communicate openly, make informed bets, and adjust as reality unfolds.
Next week, we’ll explore the third element of VUCA: Complexity, and how to lead when challenges have many moving parts and no simple solutions.
How does uncertainty show up in your organisation?
Let’s talk about how change capability can help you move forward, even when the future is unclear.
Join our next Masters of Managed Change™ Program or connect with us for a personalised consultation.
