Substance Use Disorder Recovery
Recovery from substance use disorder is about so much more than quitting a substance. It’s about fundamentally rewiring behaviors, beliefs and support systems to create lasting transformation.
And that’s what makes it a powerful model for organizational change.
Sustained recovery teaches us that real change happens when:
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People have a support system rather than going it alone
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Progress is celebrated, even when it’s imperfect
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Small daily actions lead to long-term transformation
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Accountability and reflection replace shame and punishment
By applying these principles to organizational change, leaders can help employees move beyond resistance and into sustained, meaningful adoption of new ways of working.
A few ways to incorporate Substance Use Disorder Recovery Principles into Change Management:
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Create a culture of accountability, not punishment. People need psychological safety to openly discuss struggles with change without fear of blame.
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Encourage peer support and mentoring. Just like in recovery, having someone who’s been through it can make all the difference.
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Focus on daily progress, not perfection. Reinforce the idea that consistency beats intensity.
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Reframe failure as part of the process. Relapse is a reality in recovery. Normalize challenges as part of growth.
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Use storytelling to inspire transformation. Hearing "what it was like, what happened, and what it's like now" from those who have successfully navigated change helps others believe they can too.
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Build long-term reinforcement, not just one-time training. Recovery isn’t a single event. It’s an ongoing commitment. Sustainable change requires continuous engagement and reinforcement.
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Progress, Not Perfection
Sobriety: A Most Profound Behavior Change
Lessons from addiction recovery include the importance of community, accountability and acceptance.
Case Study
Building Trust Through Transparency: Apply Recovery Principles to Organizational Change
Problem
An organization was struggling to transition to a shared services model for backend operations while also migrating to a new ERP system.​ A previous attempt at this change had failed, largely due to the company underestimating the complexity of the transition. This failure frustrated employees who had worked hard on the initiative, making them resistant to another attempt.
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A new leader was brought in to oversee the change, but he faced a major challenge. He was new to the organization and had not yet built trust with the teams. Without trust, employees were skeptical about whether leadership could successfully implement the change this time.
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Solution
Instead of pushing forward with business-as-usual corporate messaging, the change team applied principles from the 12-Step recovery model to help the new leader connect with the workforce authentically:
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Taking inventory of past failures. The change team conducted discovery interviews to understand what had gone wrong in the previous failed attempt. This mirrored the self-reflection process of the 4th Step in substance use recovery.
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Making amends for past mistakes. As part of the communication strategy, the new leader acknowledged the earlier failure, took responsibility on the company’s behalf and expressed contrition, a concept similar to Step 9 (making amends).
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Leading with vulnerability and integrity. Instead of corporate spin, the leader was transparent about past mistakes and committed to doing things differently, which resonated with employees.
Result​
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Employees respected the leader’s honesty, which helped him quickly build trust despite being new.
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When the project later faced delays, employees remained engaged and cooperative instead of resisting or disengaging.
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The initiative was ultimately successful and the company became far more sophisticated about change management moving forward.
Key Takeaways
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Acknowledging past failures builds credibility. Employees are more likely to trust leadership when they see accountability, rather than hearing empty reassurances.
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Making amends helps repair damaged trust. Addressing organizational wounds from past failed change efforts helps teams let go of resentment and re-engage.
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Vulnerability is a leadership strength. A leader who is honest about challenges and mistakes can build faster, stronger trust than one who relies on corporate spin.
— OUR CORE BELIEF —