Change in the laboratory rarely fails due to lack of strategy or technology. It fails because people resist it. Even in research environments built on discovery and innovation, change can spark discomfort, uncertainty, or fear—especially when it disrupts routines, alters roles, or challenges established norms. Whether it's a new information system, a workflow redesign, or a shift in leadership structure, the human response to change often presents the greatest challenge.

Lab leaders tasked with guiding these transitions face more than technical implementation—they must also manage the emotions, expectations, and behaviors of their teams. That’s what makes change management so complex. It’s not just about rolling out a new process; it’s about helping people let go of the old way, buy into the new direction, and adapt without losing momentum or morale.

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Understanding this human side is the first step to leading successful change. The next is creating a structured, adaptable plan to guide staff through that transition with clarity, empathy, and purpose.

Start with the “why”

Before launching any major change initiative, lab leaders must clearly understand—and communicate—why the change is happening. This “why” serves as the anchor for the entire project. It gives direction, fuels motivation, and reduces fear by replacing ambiguity with purpose.

Ask yourself: Is the reason for the change clearly defined? Do your team members understand it? Are they aligned with it? These questions are not just strategic—they’re foundational to gaining staff buy-in and incorporating the human element into the project plan.

To support this mindset, consider the following guidance from the Center for Creative Leadership, which distinguishes between change and transition:

Change is defined as the situations and occurrences that impact organizations and individuals. Change is required when there is a need to move from the way things used to be to the way they need to be now.

Transition is defined as the internal psychological process of adapting to a new situation. There are three distinct stages to recognize and account for in your project plan to successfully navigate to the desired outcomes:

1. Accept the ending: Acknowledge that something is ending and help staff process both the loss and the opportunity. Share information from multiple sources and reinforce what will be gained.
2. Live in the neutral zone: This is often the most challenging phase. Accept ambiguity, set short-term goals to show progress, and keep people grounded in the lab’s values.
3. Reach the new beginning: Actively involve your staff in planning and implementation. Align actions to change goals and celebrate achievements to build forward momentum.

Build the right team

Once the purpose of the change is clearly established, select a change management team that embodies that purpose. These individuals should not only support the change but also demonstrate adaptability, communicate effectively, and remain engaged through setbacks.

Change initiatives in laboratories are often complex and cross-functional. Success depends on strong collaboration and shared accountability. Setbacks are inevitable, but you can reduce their impact by learning from others. Reach out to colleagues in other departments or facilities who’ve undergone similar projects. Ask what worked, what didn’t, and what they’d do differently.

External resources such as Whatfix provide useful case studies of both successful and failed change projects, offering valuable insights into best practices and pitfalls to avoid.

Key strategies for driving change success

To build a strong foundation and maintain project momentum, lab leaders must create a well-structured yet flexible project plan. The following steps will help:

• Do a thorough current-state assessment: Understand where your lab stands today—operationally, culturally, and financially.
• Clearly define project elements: Articulate the what, why, how, who, and when at every major stage. Reiterate these at team meetings to reinforce clarity.
• Set realistic, measurable goals: Establish key performance indicators (KPIs) tied to project milestones. Monitor progress and adjust as needed.
• Stay engaged and visible: Leaders must remain active throughout the process, offering direction and support.
• Celebrate progress: Recognize wins—big or small—to maintain morale and encourage ongoing participation.

Bring both your IQ and EQ. Technical knowledge matters, but emotional intelligence is essential for guiding people through change.

Designing your approach: a structured roadmap

A structured yet human-centered approach to change management incorporates a mix of proven frameworks and internal data analysis. Here’s a high-level roadmap you can follow:

Conduct a situational leadership 360 assessment

Empower staff to shape their roles in the process. Dr. Paul Hersey’s work on situational leadership can help tailor leadership approaches to team readiness.

Leverage internal data

Collaborate with HR, finance, and marketing to access data such as performance reviews, budget impacts, and customer satisfaction or NPS scores.

Synthesize insights into a shared vision

Combine qualitative and quantitative insights to shape a clear vision for the change, supported by evidence and aligned to lab priorities.

Communicate expectations early and often

Use SMART goals to set expectations and assign roles. Hold regular dialogues to refine the plan as needed.

Use project management principles

Consider applying PMI’s Project Management Body of Knowledge framework to stay focused and accountable from start to finish.

Plan for the future

Create a succession plan early. Identify opportunities for staff development and stretch assignments that align with the project.

Tools and models to support your strategy

Every lab is unique, and no single change model fits all scenarios. So, consider building a toolkit of approaches. Here are 10 respected models to explore:

• Lewin’s Change Management Model
• McKinsey 7-S Model
• Nudge Theory
• ADKAR Model (Awareness, Desire, Knowledge, Ability, Reinforcement)
• Kübler-Ross Change Curve
• Bridges’ Transition Model
• Satir Change Model
• Kotter’s 8-Step Model
• Maurer’s 3 Levels of Resistance
• Deming Cycle (PDCA)

Use what best aligns with your lab’s culture, team dynamics, and goals. Mixing elements from multiple models may yield the best results.

Conclusion: People make the plan succeed

Change management in laboratories is ultimately about people, not platforms or policies. Success depends on selecting the right team, understanding their capacity for change, and providing them with the support and tools to succeed.

To maintain momentum:

• Build feedback mechanisms into the project plan
• Track and report progress consistently
• Reinforce messaging regularly
• Celebrate incremental wins

Change may be inevitable, but success is intentional. With a thoughtful approach rooted in clarity, empathy, and structure, lab leaders can guide their teams through transformation—turning resistance into resilience and uncertainty into opportunity.