The following examples come from work we are currently doing with organisations as they navigate complex change.
From a prescriptive to a principles-based approach
A large road authority is shifting how Temporary Traffic Management is assessed and approved. While the organisation’s regulatory role remains, the way staff assess risk and make decisions is fundamentally changing.
Instead of checking whether an application meets every step in a checklist, staff are now asked to apply principles-based judgement. This involves deeper conversations with applicants and assessing whether sufficient evidence has been provided that risk is being actively mitigated. This represents a profound cultural shift designed to improve safety outcomes for both road workers and road users.
Staff who were used to a rules-based framework are now operating in an environment that relies more heavily on professional judgement and evidence-based decisions. This requires confidence to interpret risk, apply guidance appropriately, and have constructive conversations with applicants. In some cases, it also means navigating challenging discussions and de-escalating situations when needed. Without clear support and shared understanding, there is a risk of inconsistent approaches emerging in how standards and expectations are applied.
Purple Shirt’s engagement began by understanding how the shift was being experienced across the team, recognising the impact of moving away from the prescriptive framework many had worked within for years. Through one-to-one interviews and co-design sessions, we explored how the change was affecting different roles and where ambiguity felt most challenging once the change went live.
Those insights shaped the development of a practical “Ways of Working” framework supported by guidelines to help staff apply the new approach consistently. Rather than restating policy, the framework translates principles into clear decision-making boundaries. It is supported by real scenarios and guidance that demonstrate what it looks like in practice. The framework also incorporates peer reviews and shared discussions so that learning and insights can be spread across the team, helping build consistency.
Communication and storytelling have played an essential part in making the shift tangible. Different communication methods were used at different stages of the change. Regulatory principles can feel distant from day-to-day work, so bringing them to life through co-designed scenarios and clear visual communications helped translate the change into something people could clearly understand and apply in practice.
“Navigating change is hard for all of us. And whilst some people are more adept at change than others, we all want the same thing. Where can we get support and answers to our questions so we feel empowered and set up for success?” - Lynne O'Connor, Senior Change Lead.
Leaders have been supported with an aligned narrative and practical tools so they can clearly articulate the “why” of the shift and provide a consistent tone. This reduces the risk of the change being interpreted differently across teams and strengthens confidence in applying the new framework.
Early signs are encouraging. Rather than viewing the change as a compliance exercise, staff are beginning to engage with how the principles apply to their work. This shift in mindset is not only critical to long-term embedding but also supports the continued development of their professional expertise.
Consultation is a change experience too
In another engagement, we are supporting a national organisation to consult with its people on a future support model.
This consultation sits within a broader service delivery model redesign as the organisation reviews how it delivers support.
While consultation has formal requirements, it also carries real emotional weight. For some people, it brings high levels of anxiety and uncertainty. Navigating this well requires more than process alone. It also requires thoughtful communication and support throughout the change.
If organisations enter consultation without clarity about why the change is happening or what it means for individuals and teams, uncertainty can intensify.
This has involved ensuring the rationale for possible change is clear and internally consistent, alongside communications delivered across multiple channels, including CEO-led drop-in sessions.
Consultation is not just a process people participate in. It is something people experience. When clarity is missing, people fill the gaps with assumptions.
Careful preparation does not remove uncertainty, but it helps create consistency in how a possible change is understood and communicated, including clarity about its impact on both the organisation and its people. That consistency strengthens trust.
Leadership capability and resilience
Across both examples, it's clear that leaders are central to how change is experienced. Many leaders are also directly affected by the change. They must navigate their own uncertainty while continuing to support and guide their teams.
In operational shifts, leaders reinforce principles and guide decision-making. In consultation environments, they may need to facilitate challenging conversations while helping people understand the reasons for change and what it means for them and their teams. Doing this well requires the right tools and support.
Involving leaders early through interviews and co-design sessions shifts them from recipients of change to contributors in shaping it. That ownership strengthens consistency, which in turn builds confidence in the change itself.
