Shepherding Change: How to Lead Organizational Transformation With Empathy and Adaptability
Disclaimer: The views and opinions expressed in this article are those of the author and may not reflect the perspectives of IIBA.
Organizational change management, often referred to as the “people side of change,” can also be thought of as “shepherding change.”
Merriam-Webster defines shepherding as “to guide or guard in the manner of a shepherd.” For me, this concept evokes qualities that harness the potential for change, like adaptability, elasticity, and resilience. Consider the following Merriam-Webster definitions:
- Adaptable: “Capable of being or becoming adapted”
- Elastic: “Receptive to new ideas”
- Resilient: “Characterized or marked by resilience: such as tending to recover from or adjust easily to misfortune or change”
Despite its critical role, change management is often overlooked in technology initiatives. In this article, I’ll discuss the importance of planning, designing, and sustaining change across an organization—and how you can take a proactive approach to successfully lead it.
The Role of a Change Catalyst
An effective change leader builds close connections with impacted end users, empathizing with the psychological effects of the change. Business analysis leaders often perform many of the same change management activities in the context of business analysis work. Mapping out the future state with the end user across the change journey requires empathy, interaction, and understanding.
To support organizational change, business analysis professionals must define transition requirements. According to A Guide to the Business Analysis Body of Knowledge (BABOK Guide), transition requirements are:
From a psychological perspective, people naturally resist change. In an article titled “Ten Reasons People Resist Change,” R.M. Kanter identifies some common reasons for this:
- Loss of control
- Excess uncertainty
- Surprise, surprise!
- Everything seems different
- Loss of face
- Concerns about competence
- More work
- Ripple effects
- Past resentments
- Sometimes the threat is real
Change leaders must work to ease resistance by reinforcing the positive benefits of change, offering encouragement, and addressing concerns with empathy and understanding.
The Empirical Mindset
Adopting an empirical mindset helps frame a change initiative scientifically, enabling you to remain curious and open-minded about new ways of operating. Dr. Adam Grant explores this concept in his book Think Again: The Power of Knowing What You Don’t Know:
“Being a scientist is not just a profession. It's a frame of mind—a mode of thinking that differs from preaching, prosecuting, and politicking. We move into scientist mode when we're searching for the truth: we run experiments to test hypotheses and discover knowledge. Scientific tools aren't reserved for people with white coats and beakers, and using them doesn't require toiling away for years with a microscope and a petri dish. Hypotheses have as much of a place in our lives as they do in the lab. Experiments can inform our daily decisions. That makes me wonder: is it possible to train people in other fields to think more like scientists, and if so, do they end up making smarter choices?”2
View your change initiative as an experiment and learn from it to provide the best product, result, or service for your organization. If you worry about your capacity to adapt, rest assured—neuroplasticity ensures you can forge new pathways while you experiment. A study summarized in “The Brain Stores 10x More Info Than Thought” found that synapses can store ten times more information than previously believed, enhancing our understanding of learning and memory. When overwhelmed, take a break, refocus, and return with fresh energy to continue learning.
Adaptability as a Critical Trait
Being adaptable in leadership style and overall approach is crucial for successfully navigating change. All you need is a strong dose of commitment, courage, and curiosity. The International Institute of Business Analysis (IIBA) highlights adaptability as a key behavioural trait in the BABOK Guide.
The table below summarizes its components:
| Element | Description |
| Purpose | Business analysts frequently work in rapidly changing environments and with a variety of stakeholders. They adjust their behavioural style and method of approach to increase their effectiveness when interacting with different stakeholders, organizations, and situations. |
| Definition | Adaptability is the ability to change techniques, style, methods, and approach. By demonstrating a willingness to interact with and complete tasks in a manner preferable to the stakeholders, business analysts can maximize the quality of service delivered and more efficiently help the organization achieve its goals and objectives. Having the curiosity to learn what others need and possessing the courage to try a different behaviour is adapting to situations and context. |
| Effectiveness Measures |
|
Table 1: Adaptability Behavioural Trait3
The Prosci ADKAR Model
One of the most widely used frameworks for change management is the Prosci ADKAR Model, which is comprised of five key elements necessary for successful change:
- Awareness of the need for change
- Desire to participate and support the change
- Knowledge on how to change
- Ability to implement required skills and behaviours
- Reinforcement to sustain the change
Each element is essential, and lacking any of them can impede the successful realization of change. For example, without awareness of the change, individuals feel confused. Without reinforcement, teams tend to backslide. The table below is a useful diagnostic tool, helping leaders identify areas where additional support is required to move individuals toward successful adaptation.
| Awareness | Desire | Knowledge | Ability | Reinforcement |
| Confusion | Resistance | Fear and Anxiety | Frustration | Backsliding |
Table 2: Change Management Model
Summary
Now that you’re better equipped to plan, design, and sustain change across your organization, don’t forget to approach each opportunity or roadblock with an empirical mindset and an adaptive ability. Use the Prosci ADKAR Model to guide yourself, the team, and the organization across the change journey. Map out the future state in the context of impacts to individuals, new technological capabilities, optimized business processes, and effective work practices impacting the team, and realized benefits in terms of cost savings, innovation achievements, and competitive advantages for the organization.
Ultimately, becoming a shepherd of change means meeting people where they are while guiding them to where they need to be. Stay proactive, empathetic, and resilient—and enjoy the process as you steer your organization toward success.
Learn more about transition requirements and organizational change in IIBA’s KnowledgeHub—your go-to resource for actionable "how-to" content, globally recognized standards, and practical tools for business analysis success. Start your FREE 7-day trial today.
References
- International Institute of Business Analysis. “Requirements Classification Schema.” A Guide to Business Analysis Body of Knowledge (BABOK Guide), Version 3.0. Toronto: International Institute of Business Analysis, 2015, 16.
- Grant, A. M. “Chapter 1: A Preacher, a Prosecutor, a Politician, and a Scientist Walk into Your Mind.” In Think Again: The Power of Knowing What You Don’t Know. Viking, 2021, 20.
- International Institute of Business Analysis. “Adaptability.” A Guide to Business Analysis Body of Knowledge (BABOK Guide), Version 3.0. Toronto: International Institute of Business Analysis, 2015, 197–198.
About the Author
John B. Reeves is a creative business technology leader focused on achieving positive business outcomes through empathic interaction, thoughtful design, and reliable support.
