The wobbly model: six human moments of change
- Karen Dempster
- Nov 23
- 4 min read
Why change doesn’t live in a plan – it lives in people
Change does not happen in a project plan or a slide deck. It happens in people – in the unpredictable, emotional and very human moments that sit beneath the process.
Communicators know this better than anyone. They are often the first to sense the wobble in an organisation – the uncertainty, the quiet resistance, the confusion that surfaces when something familiar starts to shift.
That is why the Wobbly Model, or the Six Human Moments of Change, was created: to help leaders and communicators recognise what people really feel and need when change shows up, and to respond like humans rather than managers.
Because people do not change when they are told to. They change when it feels safe, meaningful, possible and shared.
Why this matters to communicators
Communications professionals live inside change. For most, it is not a discrete project – it is the constant backdrop to their working lives. A new structure, another transformation, shifting priorities, ongoing uncertainty.
They are translators between leadership intent and lived reality. They see the gap between what is said and what people hear. They are often the first to spot the human undercurrents – the anxiety, fatigue or hope that shape how people respond.
The Wobbly Model gives communicators language and structure for what they experience every day. It legitimises what they instinctively know – that the work is not just about crafting messages, but about meeting people where they are.
It is a way to tune into what people are actually feeling, and to use communication as a means to move with them, not against them.
The Six Human Moments of Change
1. The Wobbly Moment
"Something’s changing… I feel unsettled."
This is the point where people sense disruption. They feel off balance, unsure what the change means or what they might lose. Emotion takes over from logic.
What people need: reassurance that what they are feeling is normal and that they are not alone. Something steady to hold onto.
How to communicate:
Slow down. Listen before you speak.
Acknowledge uncertainty rather than rushing to fix it.
Offer clarity about what will stay the same.
Make leadership visible and calm.
Why it matters: If people are rushed through this stage, anxiety turns to resistance. If they are met with empathy, it builds trust – and trust is the foundation for every successful change.
2. Make it Matter
"Why should I care?"
Once the initial wobble subsides, people look for meaning. They want to know why the change is happening, and why it matters to them.
What people need: to see how the change connects to purpose, values or something they care about.
How to communicate:
Explain the ‘why’ before the ‘how’.
Translate organisational ambition into personal relevance.
Use straightforward, honest language.
Encourage managers to help their teams make sense of it locally.
Why it matters: Meaning turns compliance into commitment. People move from being told, to wanting to.
3. Not Alone Moment
"Am I the only one doing this?"
Change can feel isolating, especially when some move faster than others. People look around for social cues and reassurance that they are not on their own.
What people need: a sense of belonging and visible examples of others making it work.
How to communicate:
Share peer stories and real experiences.
Create opportunities for people to talk and learn from each other.
Build small, local networks of change advocates.
Why it matters: People follow people, not PowerPoints. Social proof and community make change feel shared, not imposed.
4. Say it Straight
"What does this really mean for me?"
This is where trust is tested. People start asking direct questions. They can sense when communication is being softened or spun.
What people need: honesty and clarity, even when the news is incomplete.
How to communicate:
Drop the jargon. Say what you mean.
Admit when you do not yet know the answer.
Create space for open conversation and challenge.
Why it matters: Clarity is an act of respect. People can handle bad news; what they cannot handle is being misled.
5. I’m Trying Moment
"This is hard. Am I doing it right?"
Here, people are experimenting and learning. It is the stage where confidence wavers and where encouragement matters most.
What people need: recognition of effort, not just outcomes. Support to keep going.
How to communicate:
Acknowledge the effort people are making.
Share progress stories, not just success stories.
Remove unnecessary friction and make feedback easy.
Why it matters: When effort is recognised, it builds momentum. When it goes unnoticed, people quietly disengage.
6. We Did It Moment
"We’ve changed – and I’m proud."
This is the point of collective ownership. The hard work is visible, the benefits are starting to show, and people begin to identify with the new way of doing things.
What people need: recognition, reflection and reinforcement.
How to communicate:
Celebrate progress, not perfection.
Involve people in defining what should be sustained.
Connect the achievement back to purpose.
Why it matters: Reflection and recognition embed change. Without them, momentum is lost and old habits re-emerge.
What this means for communicators
For communicators navigating constant change, the Wobbly Model is both a framework and a reminder.
It reframes the job from message delivery to emotional intelligence. It gives permission to ask: What moment are people in right now, and what do they need from us? It recognises that communication is not about control, but about connection.
It also acknowledges something often left unsaid – that communicators themselves can feel the wobble too. They sit close to the uncertainty, carrying both their own reactions and everyone else’s. The model offers a way to stay grounded: to focus on listening, empathy and honesty as the levers that move people forward.
The human core of change
The Wobbly Model reminds us that change is not linear or rational. It is emotional, social and deeply human.
When communicators and leaders learn to see and respond to the six human moments – not just manage through them – they create the conditions for genuine commitment.
Because change will always wobble. The work of communication is not to stop the wobble – but to help people steady themselves, find meaning, see each other, and move forward together.
The Wobbly Model was developed by Karen Dempster, Co-founder of Fit2Communicate.
Wobbly model resources (coming soon):
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