An important part of how people think at work is through schemas. Schemas are the familiar cognitive concepts and beliefs that govern how we approach our lives and work environments. Schemas help us develop familiar patterns that aid us in interpreting what is happening to make sense of our work. Change threatens these existing schemas and requires the development of new ones, forcing us to question what was once familiar, known, and comfortable. This may cause us to resist change.

In responding to change, some are energized by learning new skills or experiencing a different environment. Others may be frustrated or anxious when faced with the unknown, perhaps uncertain how to adapt to change. Change can require letting go of past processes, beliefs, and ways of working, but change can also mean letting go of relationships and familiar places. Endings are experiences of loss, and people naturally “grieve” during this process.

The neutral zone is a time when “neither the old nor the new ways work properly.” It can feel uncomfortable and risky to try new things without the knowledge of what may happen next. Beginnings may occur with stops and starts as people transition to new ways, perhaps experiencing personal setbacks, frustration, or failure as they attempt to change but find it difficult. Individual interventions are designed to help organizational members through various stages of the change process, including recognizing the need to change, respecting the benefits and drawbacks of the past, learning new skills, and more. They can prompt endings, encourage reflection during the neutral zone, and facilitate transitions to new beginnings.