Change Management: Getting Comfortable in the Discomfort

Article written by Elizabeth McCaw

Embracing Change for Organizational Growth in Community Sport

If successful personal growth is often rooted in stepping outside one’s comfort zone, the same principle applies to organizations. The reality of sports organizational change is that it challenges the established norms and forces entities to evolve. Yet, despite its inevitability and benefits, change is often met with resistance. It’s always easier to follow familiar, comfortable patterns than to embrace the discomfort that comes with transformation.

In many sectors, including community sports, change management is not a common term, but it holds the key to the systematic planning and execution of transformations. From leadership restructuring to introducing new technology, organizations face change at various points in their lifecycle. Change management is the strategic process of identifying, planning, implementing, and evaluating changes within an organization. Done right, it ensures that the change is not only accepted but embraced, leading to sustainable and positive outcomes.

Why Change Management Matters in Community Sport Organizations

In community sports, change can be particularly challenging. These organizations often rely heavily on volunteers, and there may be established ways of doing things that have become ingrained in the culture. However, in an evolving environment, holding onto outdated practices can hinder progress. Here are a few key examples where change management principles are vital:

1. Transitioning from a Volunteer Board to Paid Staff
   Many community sports organizations start with entirely volunteer-based leadership. At some point, the organization’s growth or needs may require paid staff, leading to changes in dynamics and operations. Managing this transition smoothly is critical to ensuring that the organization continues to function effectively. 
2. Implementing New Athlete Development Mandates
   As sport organizations are tasked with implementing long-term athlete development (LTAD) frameworks or other regulatory changes, it may disrupt current programming. The challenge lies in adapting existing systems to meet these new standards while maintaining the integrity and goals of the organization. 
3. Organizational Restructuring During Growth or Decline
   Whether expanding or facing contraction, a shift in the organizational structure requires thoughtful planning to minimize disruption. A strategic approach to managing this change ensures that resources are allocated effectively, and the right people are in the right roles to drive success. 
4. Shifting from an Operational Board to a Strategic Board
   As an organization matures, leadership may need to evolve from focusing on day-to-day operations to taking a more strategic approach. Managing this change ensures that the board maintains oversight and fosters long-term sustainability rather than being caught in the minutiae. 
5. Obtaining a Club-Operated Facility
   Acquiring a facility for the first time is a significant change that requires thorough planning. From logistical challenges to managing financial risks, a change management approach helps smooth the transition and ensures the facility becomes a sustainable asset for the organization. 
6. Introducing New Programs or Offerings
   When launching new programs, it is crucial to align them with the organization’s mission and ensure that all stakeholders are on board. Change management facilitates buy-in from volunteers, staff, and members to ensure the success of new initiatives. 
7. Adapting to Technological Advancements
   As technology evolves, so too must the way an organization operates. Whether it’s adopting new software for registration or implementing digital communication tools, managing these technological changes is essential to staying relevant and efficient. 

Identifying the Change

The first step in effective change management is recognizing and clearly defining the change. This sounds simple, but it’s not uncommon for organizations to rush into change without fully understanding what is needed. Real change requires a deep understanding of the challenges, opportunities, and potential impacts.

Effective change is not simply about wanting to change; it requires a comprehensive plan that considers the perspectives of all stakeholders. Leaders must assess how the change will affect various groups within the organization, including staff, volunteers, members, and partners. Without this alignment, the change is less likely to succeed.

The Change Model: Five Stages of Transformation

Curtis Bateman’s book Change introduces a widely used framework for managing change, which breaks down the process into five key stages:

1. Status Quo: This is the familiar state of “doing things the way we’ve always done them.” It’s comfortable, but it can lead to stagnation if not reevaluated periodically. Identifying the status quo allows organizations to assess where they are and recognize the need for change. 
2. Disruption: Change often begins with discomfort. The disruption phase is where the need for change is communicated, and the organization begins to face the uncomfortable realities of transformation. This stage may involve resistance, confusion, and anxiety. 
3. Point of Decision: This is the pivotal moment where the decision is made to embrace change. At this point, the organization must commit to the transformation and begin the process of moving forward. Leaders play a crucial role in guiding the organization through this decision. 
4. Adoption: In the adoption stage, the change is implemented in phases. It starts with early adopters—those who embrace the change first—and progresses toward the later adopters and laggards. Successful adoption relies on providing support and guidance through the transition process. 
5. Innovation: Once the change is fully integrated, the organization enters a period of innovation. This is where creativity and productivity flourish as the organization adapts to its new reality. Innovation occurs when people have the space to experiment, learn, and refine the new way of doing things.

Personal and Professional Change: Key Readings

For those looking to deepen their understanding of change, there are two excellent books that focus on the personal and professional aspects of transformation:

1. Personal Change: “Life Is in the Transitions” by Bruce Feiler
   Feiler’s book outlines three phases of personal transitions: The Long Goodbye, The Messy Middle, and The New Beginning. These phases mirror the journey that organizations go through during change and can provide valuable insights for leaders facing both personal and organizational shifts.
   • The Long Goodbye: Saying farewell to old habits, routines, or aspects of identity.
   • The Messy Middle: The challenging period of uncertainty and experimentation during change.
   • The New Beginning: Embracing new possibilities and creating a fresh narrative of self.
2. Professional Change: “Change” by Curtis Bateman

Bateman’s book offers practical guidance for navigating change within organizations. Through a business parable “Who Rocked the Boat”, Bateman shows how leaders can manage transitions by understanding the predictable patterns of change, from resistance to acceptance. His Change Model (image above) can be applied across all sectors, providing leaders with the tools to lead confidently through disruption. 

Change Is the Path to Growth

Ultimately, embracing change is not just about overcoming resistance but about recognizing it as an opportunity for growth. While it’s easier to stay in the comfort zone, true transformation happens when organizations push past that discomfort. By understanding the stages of change, preparing for disruption, and committing to thoughtful execution, organizations—particularly those in the community sports space—can ensure that their changes are not only successful but lead to greater innovation and sustainability.

In the world of sports and beyond, change is the constant that fuels progress. The challenge is not in avoiding change, but in managing it effectively, ensuring that the discomfort becomes the catalyst for positive transformation.