Awareness Isn’t the End Goal: Applying Change Thinking to Culture Change
It’s one thing to introduce an inclusion strategy — it’s another to walk people through what meaningful culture change actually asks of them.
That’s something I’ve seen consistently across organizations doing thoughtful, values-aligned work. So much care goes into building awareness — and that part matters. It creates visibility, sparks conversation, and lays a foundation. But awareness is only the beginning; it’s not the final destination.
Where I’ve seen efforts stall is in what comes after that initial awareness-building. There’s often an assumption that once people understand something, they’ll naturally act on it — but real transformation asks more than just understanding. Culture change asks people to engage differently, lead differently, and respond to discomfort in ways they may never have had to before. But sometimes, the support structures to help them through that discomfort are often missing.
If your efforts have stalled, it can be helpful to approach inclusion and culture work through a change lens — not to follow a rigid formula, but to offer structure and support in spaces that are deeply emotional, layered, and complex. Completing my certification in change management through Prosci didn’t change what I believed about this work — but it deepened how I support people through it. It gave language to something I’d long sensed: that we ask people to shift mindsets, behaviours, and leadership styles without always creating a clear, supported path forward.
using the tools
Using tools like ADKAR (or whatever change method works for your context) helps bring visibility to that journey — so we’re not just asking people to change, we’re walking with them as they do. Here’s how it may be helpful:
AWARENESS Before we ask people to take action, we need to help them see what’s not working — and more importantly, why it matters. Too often, organizations assume that once people understand the idea of inclusion or recognize the importance of a great culture, change will naturally follow. But understanding a concept isn’t the same as knowing how to live it. Without the right support, people often get stuck — unsure of what to do next, or how to put it into practice in real moments.
DESIRE People don’t lean into change just because they’ve been told it’s important. They engage when they feel safe enough to be vulnerable, when they understand the part they play, and when they sense that the effort is thoughtful, real, and relevant to their experience or work. Desire isn’t always loud — it shows up in quiet reflection, in curiosity, in people asking better questions. A word of caution, though: it can fade just as quickly when people feel like they’re being pushed toward something they didn’t choose or can’t see themselves in.
KNOWLEDGE This is where organizations often rush in — and where well-intentioned efforts can start to feel disconnected. Generic training is not enough. People need knowledge that’s relevant to their world. A senior leader may need to understand how inequity shows up in high-level decision-making. A frontline manager may need language to intervene — especially when they’re managing multiple priorities. The work becomes more effective, and more sustainable, when knowledge is tailored to context.
ABILITY Knowing what inclusion looks like is not the same as being able to practice it — especially when emotions run high or the stakes feel personal. This is where change often breaks down. People genuinely want to do better, but they don’t always feel equipped. Ability is built over time. It takes modelling, practice, and environments where people can try, stumble, and try again — without fear of being shut down.
REINFORCEMENT Change only lasts if it’s reinforced. If inclusive behaviours go unacknowledged, if people who take risks are sidelined, or if leaders model something different than what’s being asked — the message becomes clear. Culture isn’t shaped by what we say we value; it’s shaped by what we reward, what we tolerate, and what we model. Reinforcement is where inclusion becomes embedded — or where it fades.
I don’t believe any one model holds all the answers. Inclusion work is too human, too nuanced, and too context-specific for a one-size-fits-all approach. But applying a change mindset — one that considers how people grow, resist, adapt, and stretch — helps turn bold intentions into meaningful, sustainable culture shift. If your inclusion efforts or culture change work feel like they’ve lost traction, it may not mean the strategy is wrong. It might simply mean your people need more support — to move through the change with clarity, courage, and care.
