For many organisations, change is no longer an occasional disruption — it has become the backdrop to everyday working life.
Employers and employees are navigating multiple layers of transformation at once, including technological change driven by AI and automation, shifting workforce expectations, and economic and geopolitical uncertainty.
Together, these forces are reshaping roles, skills and organisational priorities — and creating new pressures on employee wellbeing.
For leaders, managers and wellbeing professionals, the challenge is clear: how can organisations protect and promote wellbeing when change is constant?
The forces reshaping the workplace
Across sectors, several major trends are driving sustained change.
Technological transformation
Digital transformation, AI adoption and automation are rapidly altering job roles and skill requirements. While these advances can bring opportunity, they also create uncertainty and concerns about job security.
Social and workforce shifts
Changing demographics, new expectations around flexibility, and greater focus on inclusion and wellbeing are altering how organisations operate. At the same time, remote and hybrid working can sometimes weaken social connection.
Economic and geopolitical pressures
Global instability, regulatory changes, climate pressures and the rising cost of living are contributing to an ongoing sense of uncertainty for many organisations and employees.
The result is a working environment where change is layered, continuous and often outside an organisation’s direct control.
Why change can feel psychologically difficult
Despite being inevitable, change is challenging because it can threaten some of our most fundamental psychological needs.
One useful framework comes from Self-Determination Theory, developed by psychologists Edward Deci and Richard Ryan. Their research highlights three core needs that influence motivation and wellbeing:
- Autonomy
- Belonging
- Competence
Periods of organisational change can disrupt all three at the same time.
Autonomy may be affected when employees feel uncertain about their role, have limited influence over decisions, or face rapidly shifting priorities.
Belonging can be weakened when teams change, organisational structures shift, or employees feel disconnected from colleagues.
Competence may be challenged when new skills are required quickly, expectations change, or workloads increase.
When these needs are undermined simultaneously, stress and disengagement can increase.
How organisations can support wellbeing during change
While change cannot always be controlled, the way organisations manage it can significantly influence how employees experience it.
Research and organisational experience suggest that supporting autonomy, belonging and competence can help protect wellbeing.
Strengthening autonomy
Employees are more likely to cope positively with change when they feel informed and involved.
Practical steps include:
- Communicating openly about what is known — and what is still uncertain
- Involving employees in decision-making or consultation
- Encouraging people to focus on what they can control, including their responses and behaviours
- Providing skills such as emotional regulation, resilience and reframing
Transparency and participation can help reduce anxiety and increase trust.
Protecting belonging
Periods of change can be isolating, particularly when teams or roles shift.
Organisations can help by:
- Encouraging open conversations about the emotional impact of change
- Normalising different reactions and responses
- Providing opportunities for discussion and reflection
- Maintaining visible and consistent leadership
- Supporting social connection and team cohesion
Recognising the effort people contribute day to day can also reinforce a sense of shared purpose.
Building competence
Change often requires people to develop new skills or ways of working.
Employers can support this by:
- Helping employees recognise existing strengths and capabilities
- Providing accessible learning and development opportunities
- Offering constructive feedback and encouragement
- Setting realistic short-term goals
- Encouraging experimentation and learning from mistakes
When employees feel capable and supported, change is far less likely to feel overwhelming.
The critical role of managers
One of the clearest lessons from organisations navigating major change is the influence of managers.
For most employees, managers are the primary lens through which organisational change is experienced. Their communication, behaviour and ability to support wellbeing can determine whether change feels manageable or harmful.
This means organisations must ensure leaders and managers are equipped with the skills, training and confidence to guide teams through uncertainty.
Without that support, even well-designed wellbeing strategies may struggle to succeed.
Looking ahead
As technological, social and economic pressures continue to evolve, change will remain a defining feature of modern work.
Organisations that recognise the psychological impact of change — and actively support autonomy, belonging and competence — are far more likely to protect employee wellbeing and sustain performance over time.
In a world of constant transformation, how change is led may matter just as much as the change itself.
Final points
How workers experience the change will depend on the extent to which the organisation has considered the psychological impact of the change within their processes and practices, and, importantly, the extent to which managers and leaders are trained and supported to lead wellbeing through change.
At Affinity, through working with many organisations to support wellbeing through change (take a look at our case study with Babergh and Mid Suffolk District Councils here) we see that managers are the primary lens through which change is experienced, making what they say and how they behave key to whether change is psychologically harmful or manageable. In addition to our globally validated Stress Management Competencies, we have a suite of products and services, tailored to organisational need, to support managers to support and protect the wellbeing of others through change.
To discuss how we could support your business please contact us on hello@affinityhealthatwork.com.
About the author:
Dr Rachel Lewis is a reader at Birkbeck, University of London and a managing partner at Affinity Health at Work, a consultancy and research organisation specialising in evidence-based wellbeing at work. Founded in 2006, Affinity’s mission is to improve the working lives of all.
Rachel is a multi-award winning occupational psychologist with over 20 years experience working and researching in wellbeing at work. Widely published in the field of health and wellbeing at work and having contributed to national guidance, and evidence-based tools
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