SESSION OVERVIEW
In a sector experiencing constant change through technology, shifting student expectations, restructures, funding pressures, new governance requirements and evolving ways of working, leaders are often expected to manage change while continuing to deliver results.
Yet many change initiatives struggle not because the project was poorly designed, but because the human experience of change was overlooked.
This session challenges traditional approaches to change management by exploring the psychology of change and the leadership practices that help people navigate uncertainty with confidence. Drawing on social science research, organisational psychology and lived leadership experience, participants will explore how trust, psychological safety, identity, belonging and agency influence people’s responses to change.
Attendees will leave with practical tools to lead more human-centred change, build trust during uncertainty and create environments where people can adapt and thrive.
Key Session Concepts:
1. Psychological Safety
2. Human-Centred Change
3. Trust-Based Leadership
4. Identity & Transition
5. Organisational Behaviour
6. Change Adoption Theory
7. Social Psychology of Change
Session Outcomes:
- Understand why people often respond to uncertainty, loss and exclusion rather than change itself.
- Explore the psychology of change and its implications for leadership practice.
- Learn a practical framework for building clarity, control, connection and confidence during change.
- Understand the role of trust and psychological safety in successful change initiatives.
- Gain strategies for leading staff, students and teams through change in a more human-centred way.
- Leave with practical tools to support engagement, adaptability and resilience in times of uncertainty.
PRESENTER
Jessica Elliott is the Chief Operating Officer at the University of Newcastle Students’ Association (UNSA), where she leads organisational strategy, governance, risk, compliance, operations and organisational development. A qualified lawyer with a background in social science, Jessica brings a unique interdisciplinary perspective to leadership, culture and organisational
performance.
Throughout her career, Jessica has worked alongside boards, student leaders, executives and staff to navigate complex environments, drive meaningful change and build high-performing organisations. She is passionate about creating
thriving, values-driven cultures where people feel empowered to contribute, innovate and lead with purpose.
Her work focuses on helping organisations balance accountability with creativity, strategy with execution, and organisational performance with human-centred leadership. Jessica has a particular interest in governance as an enabler of innovation, leading people through change, student leadership development and building sustainable cultures that foster trust, engagement and impact.