3 Levers for Leading Through Change and Uncertainty
Sometimes change is something you initiate as a leader, and other times it’s something that surprises you – a new competitor, economic shifts, emerging technology. While change is a constant, it’s always a little uncomfortable. Especially so when it’s unexpected.
In this Creative Confidence Podcast conversation, Melanie Bell-Mayeda, Director of UX Program and Operations for Search UX at Google and former IDEO Partner, shares a framework for change management, actionable tips, and real stories of leading through change. Leaders can find inspiration in her approach to create clarity, foster resilience, and design effective processes amidst disruption.
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Navigating Chaos: The Difference Between Change Leadership and Change Management
A Framework for Leading Through Change
1. Strategy: Making Big Goals Actionable
2. Process: Designing for Momentum and Adaptability
3. People: Supporting Teams in High-Stress Moments
Embracing Change as an Opportunity
Not all change is the same. Melanie emphasized the distinction between change leadership—where leaders initiate change to advance organizational goals—and change management, which involves responding to external forces that demand adaptation. “One side is about strategic vision and control, while the other is about responding and adapting,” she explained. “Right now, leaders are dealing with both at the same time, which creates a real sense of chaos.”
There is an overwhelming volume of shifts teams are facing today, from hybrid work transitions to the integration of AI. “There’s no rulebook for navigating these shifts, but there are frameworks that help create clarity,” Melanie noted.
A Framework for Leading Through Change
To help leaders navigate disruption, Melanie introduced IDEO’s levers of change framework, an IDEO-adapted version of Jay Galbraith’s Star Model™ framework. This model helps teams identify points of friction and design effective interventions.
What is IDEO’s change management framework?
The levers of change framework identifies six levers that shape the organizational conditions of a group.
- Strategy – Aligning teams with a clear purpose
- Structure – Defining authority and roles
- Process – Designing efficient workflows
- Infrastructure – Providing necessary tools and resources
- Talent – Developing skills and mindsets
- Incentives – Motivating teams effectively
Change cannot happen without friction. If you’re experiencing friction, it likely corresponds to one or more of these levers. Leveraging them as design opportunities can help create the right conditions for successful change. Melanie likes this model because it bridges the space between the abstract hope for change and the tangible aspects leaders can actually design.
“One side of change is about strategic vision and control, while the other is about responding and adapting. Right now, leaders are dealing with both at the same time, which creates a real sense of chaos.”
Melanie Bell-Mayeda, Director of UX Program and Operations for Search UX at Google
3 Levers for Managing Change
Melanie focused on three levers in the model—strategy, process, and people (talent)—as the most critical in times of uncertainty and change.
1. Strategy: Making Big Goals Actionable
When facing uncertainty, leaders must provide clarity on strategic priorities while making them actionable at every level. “People want to know that their work matters,” Melanie emphasized. “They need to see how their contributions ladder up to larger strategic goals.”
Depending on where you sit in the organization or the amount of dynamic chaos that's happening, you may not have control over some of these levers. This model helps you identify what you can control. For example, you may not set the high-level corporate strategy, but you can translate it to the right altitude and time horizon for your team to understand and act on it.
She shared an example from her role at Google: “At the end of the day, search exists to help people find what they need—whether it’s a mom looking for medical advice or someone with a vision impairment needing accessible information. That’s the ‘why’ behind our strategy.”
To make strategy more human-centered, Melanie recommended breaking down broad goals into specific, tangible tasks. “If I can’t explain it in 30 seconds and make it clear what someone needs to do next, it’s not actionable enough.”
Outlining a learning agenda helps you build in progress points that you can measure, enabling you to connect today’s actions with the aspirational strategy. Melanie identifies an end goal and breaks that down into what she can do and learn each quarter.
“Strategy provides clarity. People need to understand, no matter what level of the organization that they're working in, how their work ladders up to that strategy.”
Melanie Bell-Mayeda, Director of UX Program and Operations for Search UX at Google
2. Process: Designing for Momentum and Adaptability
Unclear processes can lead to decision paralysis and burnout. Melanie encouraged leaders to co-design processes with their teams, ensuring they are intuitive and adaptable. “You want workflows to feel natural, not like a burden,” she said.
A key practice is introducing fast feedback loops. “You don’t want teams to work in isolation and then discover too late that they were heading in the wrong direction. Regular check-ins and iterative learning cycles help teams pivot with confidence.”
Melanie’s team at Google implements structured design reviews to balance agility with thoughtful decision-making. “It’s about getting the right work in front of the right people at the right time—without overwhelming teams with feedback too late in the process.”
“When everything is changing around you, you need something to hold onto that feels clear and predictable. Often process is that thing.”
Melanie Bell-Mayeda, Director of UX Program and Operations for Search UX at Google
3. People: Supporting Teams in High-Stress Moments
During times of change, leaders must acknowledge that transitions create stress. “People need to feel seen and supported,” Melanie said. “Change creates emotional reactions, and as leaders, we have to create stability where we can.”
One way to do this is through clear role alignment, especially during reorganizations. “Be explicit about why you’re matching someone to an opportunity. Let them know, ‘I see this in you. Here’s why I think you’re the right person for this role.’”
The more you follow a process, the easier it is for people. Once they know what to expect, the cognitive load is reduced–critical during times of change when people are already stressed and stretched thin.
Melanie emphasized fostering psychological safety: “Teams need spaces where they can voice challenges and explore solutions collaboratively.”
Embracing Change as an Opportunity
When leaders approach uncertainty with clarity and intentionality, they empower their teams to navigate disruption with confidence. Melanie shared a story about a girl who saves one starfish at a time, despite an overwhelming number that are stranded on the beach. A passerby asks “Why are you doing that? You can't save them all.” And the girl says, “I saved that one.”
In moments of chaos, she asks: What’s your starfish?
“Even in the face of massive change, focus on the impact you can make in your sphere of influence,” she encouraged.
For leaders seeking to build their capacity to lead through uncertainty, Melanie’s insights offer a compelling reminder: success in turbulent times isn’t about having all the answers—it’s about designing the right conditions for teams to thrive.
Which of these levers needs the most attention in your team right now?
What’s one idea from today’s conversation you can test out this week?
Key Takeaways
- Friction signals opportunity. Change cannot happen without friction. Identifying where your team experiences friction can help pinpoint areas for improvement and growth.
- Clarity in strategy fosters alignment. People need to understand how their work contributes to the bigger picture. Clear, actionable strategy makes goals more attainable.
- Process design drives momentum. Thoughtfully structured processes create stability, prevent decision paralysis, and enable teams to navigate uncertainty with confidence.
- Psychological safety is essential. Leaders should create environments where people feel seen, valued, and able to share challenges openly.
- Change leadership is about adaptability. Navigating uncertainty requires both vision and responsiveness—balancing long-term goals with short-term flexibility.
If you’re interested in diving deeper into these leadership strategies, explore IDEO U’s Accelerated Change Leadership Certificate Program. And for ongoing insights into creative leadership, subscribe to the Creative Confidence Podcast or sign up for IDEO U’s newsletter.
About the Speaker
Melanie Bell-Mayeda
Director of UX Program and Operations for Search UX at Google
Melanie is a creative leader who translates product vision into a clear and actionable strategy. She drives implementation with the demonstrated ability to fuel growth and long-term business fitness. At IDEO, Melanie led the Systems Change Practice, a division focused on developing cross-sector partnerships to deliver innovation that would drive positive social impact. She’s led major initiatives to reinvent caregiving and rethink the topic of aging, alongside partners including Pivotal Ventures. Her passion lies in helping organizations reinvent themselves in order to connect with customers in new and meaningful ways.
Prior to IDEO, Melanie led LeapFrog’s global licensing business and worked at Virgin Entertainment Group, Booz-Allen & Hamilton, and Morgan Stanley, where she sharpened her skill in applying strategic thinking and financial analysis to the business decision-making process. Melanie earned a bachelor’s degree in sociology from Harvard University and a master of business administration degree from Harvard Business School. She is an Aspen Institute First Mover Fellow and an instructor in IDEO U’s Human-Centered Service Design online course.
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