Psychological safety has become a familiar term in workplace conversations, especially with the introduction of psychosocial hazard legislation here in Australia. At its simplest, psychological safety is about whether people believe they can express themselves, admit mistakes, ask questions, raise concerns and disagree without being punished, humiliated or unfairly judged. It doesn't mean everyone has to agree, and it certainly doesn't mean everyone needs to feel comfortable all the time. So, how do we create that?

Change management and change communication are closely connected, sure, but they are distinct disciplines. Understanding the difference matters because successful organisational change requires both, where you’re able to work together, but do different jobs. So, what’s the difference between change management and change communication?

If a message feels too complicated, people won’t engage with it. But when you simplify with purpose, your message becomes more accessible and more powerful. In our latest blog, we share some easy ways to help people connect with your message, without “dumbing it down.” It’s all about using clear language, relatable examples, and rethinking how you present the information.

The latest natural disaster on the eastern coast of Australia, Tropical Cyclone Alfred, reignited some old-time habits that we saw from the peak days of the COVID-19 pandemic: toilet paper hoarding. So, we thought we’d take this opportunity to look at not only why this happens, but what we can learn from it in the comms space. Here are four behavioral drivers behind toilet paper hoarding and what they teach us about communication and change management.