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Clear out junk files and repair common Windows errorsFree Scan →Scan for outdated or missing drivers - takes under a minuteDriver Scan →Prepare by finding out what is confirmed, mapping how the change could affect your day-to-day work, and asking for the information and practice you need. You can take those steps, but making a change workable is not your responsibility alone: leaders and managers need to communicate, provide support, and follow through.
Start by separating confirmed facts from open questions
Organizational change can alter a company’s structure, strategy, processes, technology, culture, roles, workflows, or reporting lines. It may be driven by performance goals, market conditions, financial priorities, or a new system. The transition affects both the work itself and the people expected to adopt new ways of working, as Prosci explains in its workplace change guidance.
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When an announcement arrives, write down what you know and what you do not. Ask what is changing, why it is happening now, when it is expected to happen, which dates are firm, and what decisions remain open. Treat unconfirmed details as questions—not as settled news—and revisit them as more information becomes available.
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Look beyond your job title. Consider the practical effects on:
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- Responsibilities, priorities, and expectations
- Reporting relationships and the people you work with
- Workload, deadlines, and handoffs
- Processes, software, equipment, or systems you use
- Customers, colleagues, or other teams who depend on your work
Write down likely impacts separately from unknowns. This gives you concrete questions to raise and helps managers see where employees need information or support. Prosci recommends assessing how people are affected and involving employees early in the change process (Prosci workplace guidance).
Turn concerns into questions for your manager
It is reasonable to feel unsettled when routines, responsibilities, or job expectations may change. Instead of leaving a concern vague, identify the information or decision that would help. You can ask:
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- What is changing, and what is the reason for it?
- What is the expected timeline, and which dates are firm?
- What has been decided, and what remains open?
- How might my responsibilities, priorities, reporting line, or workload change?
- What skills, training, or practice will I need?
- Who can answer questions about my role, and how should I raise concerns?
- How will we know whether the new way of working is functioning, and when will we review it?
These questions apply Prosci’s communication topics—why the change is needed, how employees will be affected, and what the longer-term outlook is—to a conversation about your role. They are practical prompts, not a verbatim checklist from Prosci (Prosci change-management guidance).
Find the right person and support channel
Not every contact will know every answer. Ask your manager who can address specific questions about your role, HR matters, project decisions, systems, or training. If an answer is not yet available, ask when it may be known and where updates will appear. Raising a question once does not mean it is settled forever; repeat it when the relevant details change.
Responsibilities are shared. Organizational sponsors are expected to visibly support a change, build a coalition, and explain why it matters. Managers translate information for their teams, listen to concerns, coach employees, and connect them with help. Employees can describe concrete effects on their work and identify what information or practice they need. Prosci describes active and visible sponsorship as its research’s top contributor to change success since 1998 (Prosci workplace guidance).
Build knowledge, then practice the new way of working
Knowing what to do and being able to do it are different needs. Identify which instructions, training, or process details you lack, then ask for a suitable way to learn and a safe opportunity to practice. For a new system, that might mean guided training or a practice environment; for a changed process, it may mean a walkthrough and time to try it before the work is judged against new expectations.
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Prosci’s ADKAR model is an individual-level way to think through that preparation:
- Awareness: Understand why the change is needed.
- Desire: Consider whether and how you are willing to participate, including concerns to discuss.
- Knowledge: Identify the information, instruction, or training you need.
- Ability: Practice applying the skills, tools, or processes.
- Reinforcement: Find out how the new way will be sustained and where to give feedback or get follow-up.
ADKAR is not a complete organizational change-management method. The organization still needs sponsorship, communication, planning, support, and follow-through. Prosci’s broader approach describes three phases: prepare the approach, manage the change, and sustain outcomes (Prosci ADKAR model).
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After a new process or system goes live, note whether it is usable in real work, whether training was sufficient, and what is still unclear. Ask where to report problems and when the team will review progress. Prosci identifies speed of adoption, utilization, and proficiency as measures of change progress, and emphasizes reinforcement after go-live (Prosci workplace guidance).
Prosci’s reported figures are associations from its own change-management research, not guarantees for an individual employee or project. Its workplace guidance, updated August 7, 2026, reports that participants who planned reinforcement were more likely to meet or exceed project objectives than those who did not plan for it: 81% compared with 15%. Its success summary reports that 88% of participants with excellent change management met or exceeded project objectives (Prosci change-management success summary). These results do not make employees responsible for fixing an under-supported change; preparation by individuals cannot replace organizational planning and resources.
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