Many organisations set bold inclusion ambitions yet struggle to turn intent into everyday behaviour. Reineholm and colleagues’ 2024 article helps explain why. Their integrative review introduces change competence, a set of capabilities that determine whether organisations can translate planned change into real progress.
The authors synthesised 32 empirical studies and show that change competence is not a single skill. It is a blend of attitudes, behaviours and learning processes that appear differently across organisational levels. This moves beyond the idea that capability sits only with senior leaders and highlights that every level contributes to how organisations adapt, learn and translate intentions into practice.
A central insight is that successful change requires alignment between conditions and processes. Conditions include attitudes, trust, openness and previous experiences of change. Processes include how leaders communicate, how decisions are made and how employees take part in shaping or implementing change. When these align organisations create momentum. When they do not even well designed programmes can stall.
Employee participation was another important finding. People were more committed when they understood the purpose of the change, could ask questions and felt their concerns were heard. The experience of being included strengthened motivation and learning. The parallels with inclusion are clear where leaders often underestimate the importance of dialogue, clarity and early engagement.
Leadership behaviours also matter. Leaders who communicated consistently, listened actively and created space for sense making were more effective at guiding change. Cynicism or poor communication reduced trust and increased resistance. Leaders shape change competence not only through direction but through tone, permission and example.
Learning is also central. Change competence involves applying existing expertise while developing new knowledge across teams. Opportunities to exchange experiences, collaborate and experiment were associated with more successful outcomes. This is especially relevant for inclusive leadership where learning from lived experiences and questioning established routines are essential.
Finally, competence needs differ across organisational levels. Employees identify practical barriers. Workgroups create the social context for progress. Change agents translate vision. Senior leaders provide strategic clarity and maintain momentum. When these layers work together organisations are far better positioned to deliver sustained change.
For organisations investing in inclusion, this reminder is timely. Progress depends not only on ambition but on the competence to navigate change in a thoughtful, collaborative and evidence informed way.
You can read the original article here: https://journals.sagepub.com/doi/pdf/10.3233/WOR-230633
Q&A
What is change competence?
Change competence refers to the collective ability of an organisation to use existing skills and develop new ones in order to adapt to planned change. It includes attitudes, behaviours, communication and learning.
Why does change competence matter for inclusion?
Inclusion requires shifts in everyday behaviour. The review shows that people support change when they understand the purpose, feel informed and experience opportunities to contribute. These same principles apply to inclusion initiatives.
What helps employees engage with change?
Employees are more engaged when leaders communicate clearly, encourage questions and create space for shared understanding. Feeling heard strengthens commitment and motivation.
What leadership behaviours support successful change?
Leaders who communicate consistently, acknowledge emotional responses and show confidence in the change create better conditions for progress. Cynicism or poor communication undermines trust.
How does change competence differ across organisational levels?
Employees identify practical issues and adapt their work. Teams influence how change is interpreted. Change agents translate the vision. Senior leaders set direction and reinforce purpose. Each level contributes to the organisation’s overall capability.
How can organisations build change competence?
By investing in communication, role clarity, participation, opportunities for learning and leadership behaviours that invite collaboration. Prioritising implementation, not only planning, is essential.
