Attention! No Time for Change?

Yesterday, I came across this quote by Lao Tzu: “Time is a created thing. To say ‘I don’t have time’ is like saying ‘I don’t want to’.” 

Many busy people will strongly disagree, claiming they genuinely don’t have time. While that might sometimes be true, often it boils down to a lack of priority, cognitive space, or attention. The phrase “I don’t have time” is often a way to avoid allocating attention rather than a literal absence of time.

However, in organizational change, it’s critical to address the reality that people often feel they have no time, or perceive it that way. Simply saying, “Make time, set your priorities, reduce time spent on trivial matters,” doesn’t always resonate. These solutions might be valid but require long-term effort, which isn’t always possible during change processes, or may even constitute a transformation in themselves.

When people say they don’t have time, nothing much usually happens. Their claim is often met with a shrug, “Well, they’re too busy. They don’t want to.” But perhaps they do want to—they just don’t know it yet. Or maybe they don’t want to, but “it” isn’t the change itself; it’s something else.

Resistance to change has multiple causes. In my article “The Last Mile of Change,” I referenced Rick Maurer’s framework for levels of resistance. It outlines three levels of resistance:

1. Cognitive Level: “I don’t understand it.” 

2. Emotional Level: “I don’t want this.” 

3. Trust Level: “I don’t trust this/you.” 

However, based on my experience, I believe there’s a foundational level below these:

0. Attention Level: “I don’t have the mental space for this.” 

This is the level where most “I don’t have time” objections fall, and it requires specific attention.

Tackling the “No Time” Objection in Change Management 

The “no time” objection is a significant factor to consider when designing change initiatives. Here’s how you can address it:

Organizational Prioritization: Decide which organizational changes truly deserve focus. Employees can’t prioritize everything at once. Ideally, organizational and individual priorities should align for seamless change.

Guiding Individual Prioritization: Make the change valuable to individuals. If it’s a mandatory change, communicate the necessity clearly. For changes offering mutual benefits, like improving employee experience, involve employees through co-creation to build shared value.

Communicating Change Effectively: Recognize that not everyone will prioritize the change equally. Use creative strategies to capture attention, like storytelling or personalized messaging.

Designing Simpler Changes: Make the process as easy as possible. Simplify actions, provide clear choices, and integrate changes into daily workflows instead of adding extra burdens.

Assume “No Time” as a Default Starting Point 

What if every change initiative started with the assumption that employees and managers have no time, attention, or capacity to prioritize it? By designing for efficiency and value from the outset, you increase the chances of success. At the very least, when you hear someone say, “I don’t have time,” let it be a signal to dig deeper and support them in finding a way forward.