How to Avoid ‘Motion Sickness’ During Organizational Change

U.S. Navy pilots have one of the toughest jobs in the world. In the cockpit of a supersonic jet, their senses often clash, with their eyes seeing calm skies while their inner ears register rapid, dizzying movements. This sensory conflict is the root of motion sickness—a significant challenge even for seasoned flyers. Through repeated exposure to the jet’s speed and motion, they retrain their brains to anticipate the turbulence. What initially feels disorienting becomes second nature.

Interestingly, the principles that help pilots conquer motion sickness have surprising parallels in the workplace. Organizational change, with all its twists and turns, can leave employees feeling just as off-balance as a rookie pilot on their first flight. But by borrowing lessons from the cockpit, we can learn to navigate change with greater confidence and fewer upsets (no airsick bags required).

Here are five specific steps to avoid “motion sickness” during organizational change:

1. Acknowledge the Turbulence

Just as pilots-in-training acknowledge that motion sickness is a normal part of adaptation, we need to recognize that discomfort is a natural response to organizational change. Change disrupts routines and challenges mental models. Admitting that the “wiggle” in the system is expected sets the stage for growth. It’s not a sign that something’s wrong; it’s a sign that something is evolving.

2. Get Familiar with the Flight Plan

Before Navy flyers take off, they study the aircraft’s mechanics, speed, and handling characteristics. Similarly, in organizational change, people need a clear understanding of where the organization is headed and what’s driving the transformation. Leaders should communicate the vision and roadmap in ways that are transparent and relatable. Employees should seek clarity when details seem fuzzy.

3. Practice, Practice, Practice

Familiarity builds confidence. Navy flyers spend hours simulating flight conditions to recondition their sensory systems. In organizational terms, this means practicing new workflows, adopting new tools, and embracing new behaviors until they feel second nature. Repetition creates a new baseline of normalcy.

4. Focus on Your Inner Stability

To offset motion sickness, pilots focus on external cues—like the horizon—to anchor themselves. During organizational change, your “horizon” is your core values and personal goals. Anchoring yourself to what matters most can help you weather the disorientation of change.

Take stock of what’s within your control: your attitude, your skills, and your ability to adapt. When the organizational jet starts banking sharply, this internal compass will keep you steady.

5. Build Conditioning into the Culture

Navy flyers don’t tackle motion sickness solo. They have a team of instructors, medics, and peers supporting their adaptation. Similarly, organizations should create environments where employees feel safe to learn, experiment, and even fail. Peer support, mentorship, and open communication are critical for collective conditioning.

Leaders, take note: Encourage your teams to talk about what’s working, what’s not, and how they’re feeling during the process. Transparency builds trust, and trust smooths the ride.

So, why does this comparison matter? Because change—whether it’s in the cockpit or the conference room—isn’t about avoiding discomfort entirely. It’s about teaching your brain (and your team) to expect and embrace the twists and turns. The U.S. Navy has demonstrated that with preparation, exposure, and a good dose of teamwork, you can train the body to overcome motion sickness. And you can do the same with organizational change.

Of course, there will still be moments when the ride feels bumpy. But when you’ve conditioned yourself to anticipate the turbulence, you’ll find that it’s not nearly as daunting. In fact, with time and practice, you might even enjoy the view.

For more advice on workplace change, you can find my book Speak Up or Stay Stuck on Amazon.

Pam Marmon is the CEO of Marmon Consulting, a change management consulting firm that provides strategy and execution services to help companies transform. From executives at Fortune 100s to influencers at all levels, Pam helps leaders achieve lasting organizational change with minimal disruption. She is also the bestselling author of No One’s Listening and It’s Your Fault, a book that equips leaders to get their message heard during organizational transformations, and the creator of the LESS change management framework. Pam and her family live in Franklin, Tennessee, and chase adventures wherever the road takes them.

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