Have you ever noticed that despite verbal agreements to new changes, people often either fail to adjust their behaviour or quickly revert to their old ways of working? This frustrating reality is a common challenge in organisations attempting to implement change. While leaders may resort to incentives or threats to enforce new behaviours, these methods frequently result in resistance—often hidden beneath the surface. Understanding the psychological mechanisms at play can offer a more effective approach to managing change, one that aligns with how our brains naturally function.
The brain’s resistance to change
Research by neuroscientists Matthew Lieberman and Naomi Eisenberger reveals that the experience of change triggers a reaction in the brain similar to physical pain, such as being punched or breaking a bone. This analogy underscores just how distressing change can be on a neurological level. Our brains are wired to create shortcuts—patterns of behaviour that reduce uncertainty and conserve energy. When we are asked to do something different, our brains send out an “error” message, which unconsciously triggers a primitive ‘fight or flight’ response. This reaction is deeply rooted in our biology, dating back to when survival depended on quick reactions to perceived threats.
Moreover, this automatic response to change drains resources from the parts of the brain responsible for regulating emotions, fostering creativity, and enabling lateral thinking. While our rational brain can override this primitive response, doing so requires a significant amount of energy. Over time, this effort leads to fatigue, causing people to fall back into familiar patterns that feel safer and less demanding.
Why traditional methods fail
Given the brain’s natural aversion to change, it’s no surprise that traditional methods—such as using rewards or threats—are often ineffective. Incentives might temporarily motivate, but they do not address the underlying discomfort associated with change. Similarly, threats may drive compliance in the short term, but they also foster resentment and resistance, which can become entrenched over time. These approaches do little more than push resistance underground, where it continue to influence behaviour in subtle, often counterproductive ways.
A more effective approach to managing change
According to Jan Hills, an expert in leadership and change management, the key to successful and lasting change lies in helping people decide for themselves that the change is something they genuinely want. This approach involves several crucial steps:
- Involvement in the Design: People are more likely to embrace change if they have a hand in designing it. Involvement fosters a sense of ownership and reduces the uncertainty that triggers the brain’s resistance. When employees contribute to the design of new processes or strategies, they are more likely to understand and support the rationale behind the change.
- Understanding the Impact: Helping individuals comprehend the broader impact of the change—both on the organisation and on their own roles—can ease the transition. When people see how their contributions fit into the bigger picture, they are more likely to commit to the new way of working.
- Encouraging Self-Adjustment: Instead of imposing change, encourage employees to adjust their own ways of working. This empowers them to take control of the process and make it work for them, rather than feeling that change is something being done to them.
- Providing Control Over Implementation: Giving employees some degree of control over how the change is introduced can significantly reduce resistance. When people feel that they have a say in how change is rolled out, they are more likely to embrace it and less likely to resist.
The role of positive reinforcement
In addition to these strategies, deliberately offering positive feedback on personal progress towards valued goals is crucial. Celebrating small wins and recognising individual contributions can build momentum and encourage continued effort. Group success should also be celebrated, as it reinforces the collective commitment to change and strengthens team cohesion.
Positive reinforcement works by tapping into the brain’s reward system, releasing dopamine and creating a sense of satisfaction and achievement. This not only boosts morale but also helps to cement new behaviours, making them more likely to stick in the long term.
Change is inherently challenging because it goes against the brain’s natural preference for routine and predictability. However, by understanding the psychological mechanisms behind resistance to change, leaders can adopt more effective strategies that align with how people naturally think and behave. Involvement, understanding, self-adjustment, and control are key elements in fostering a positive response to change. Coupled with positive reinforcement, these strategies can transform change from a painful disruption into a desirable evolution. By helping people decide for themselves that change is what they want, organisations can achieve lasting transformation that is embraced by all.
