Impact of Silence on Some Change Management Frameworks
Introduction
Explore how silence can either disrupts or enable each stage in the following 4 frameworks:
- Lewin’s Three-Stage Model (Unfreeze–Change–Refreeze)
- Kotter’s 8-Step Model
- Prosci ADKAR Model
- Edmondson’s Psychological Safety Framework
(for more detail, see elsewhere in the Knowledge Base)
1. Lewin’s Three-Stage Model
| Stage | Purpose | Role of Silence | Ramifications of Silence | Productive Alternatives |
|---|---|---|---|---|
| 1. Unfreeze | Create awareness of the need for change | Silence = denial, avoidance, or fear of speaking | Resistance stays hidden; leaders misjudge readiness | Encourage open dialogue; address emotions and questions early |
| 2. Change (Move) | Transition to new behaviours and systems | Silence = confusion or fatigue | Misinterpretation of new roles; lack of feedback stalls progress | Use feedback loops; active listening sessions |
| 3. Refreeze | Reinforce and stabilise new norms | Silence = disengagement or resignation | New practices revert; culture fails to embed | Celebrate wins publicly; continue conversations about success and lessons |
Interpretation:
Silence keeps people “frozen” in old mindsets. Change only sticks when communication and voice are continuous throughout all stages.
2. Kotter’s 8-Step Change Model
| Step | What Should Happen | Effect of Silence | Consequence |
|---|---|---|---|
| 1. Create urgency | Generate open discussion about why change is needed | Silence = apathy or denial | No momentum |
| 2. Build guiding coalition | Bring together influential voices | Silence from key people = lack of buy-in | Weak coalition |
| 3. Form vision and strategy | Clarify direction and invite input | Silence = limited creativity | Vision lacks relevance |
| 4. Communicate the vision | Engage through storytelling and repetition | Silence from leaders = confusion | Mixed messages |
| 5. Empower broad action | Remove barriers, encourage ideas | Silence = unspoken obstacles | Implementation stalls |
| 6. Generate short-term wins | Share visible progress | Silence on progress = no motivation | Fatigue, cynicism |
| 7. Consolidate gains | Reinforce and extend change | Silence hides lessons | Momentum fades |
| 8. Anchor in culture | Keep dialogue about change alive | Silence = regression | Old habits return |
Interpretation:
Kotter’s framework relies on communication cascades. Silence at any step, especially by leaders, undermines the “sense of movement” that sustains change.
3. Prosci ADKAR Model
| Element | Meaning | Impact of Silence | Organisational Risk |
|---|---|---|---|
| A – Awareness | Understand why change is needed | Silence = no urgency | Misunderstanding of purpose |
| D – Desire | Willingness to support the change | Silence = disengagement | No emotional buy-in |
| K – Knowledge | Knowing how to change | Silence = unasked questions | Confusion about processes |
| A – Ability | Demonstrating skills and behaviour | Silence hides struggles | Training gaps go unnoticed |
| R – Reinforcement | Sustain the change | Silence = lack of feedback | Change erodes over time |
Interpretation:
Each ADKAR element requires 2-way communication. Silence breaks the chain, especially between “Knowledge” and “Ability,” where people need safe spaces to admit uncertainty.
4. Amy Edmondson’s Psychological Safety Framework
| Concept | Description | Link to Silence | Ramification |
|---|---|---|---|
| Psychological safety | Belief that one can speak up without fear | Silence = low safety | Innovation and learning stop |
| Learning behaviour | Asking questions, reporting errors, giving feedback | Silence prevents collective learning | Mistakes repeat; improvement stalls |
| Trust and inclusion | Feeling respected and valued | Silence from leaders erodes trust | People disengage emotionally |
| Outcome | Teams that speak up outperform those that don’t | Persistent silence = underperformance | Change fails to embed |
Interpretation:
Silence is the opposite signal of psychological safety. It highlights fear-based cultures where people protect themselves instead of learning together — and signals the death of adaptive change.
Integrated Insight
Across all frameworks:
- Silence causes friction in the human system of change.
- It blocks feedback, slows sensemaking, and erodes trust.
- Breaking silence through authentic dialogue and visible, active listening transforms change from compliance to commitment.
To counter silence:
- Name it: “I notice there’s some hesitation in the room — what’s behind that?”
- Normalize uncertainty: “We don’t have all the answers yet, and that’s okay.”
- Build rituals for voice: Weekly Q&A sessions, “ask me anything” channels, feedback huddles, etc.
- Reward speaking up: Publicly acknowledge when staff raise difficult but constructive points.
(main source: Amy Edmondson et al, 2021)