Change and Your Brain

JOANNE LAYNE

Why Is Change So Difficult?

Despite decades of research, experiments, and discoveries, our ability to adapt to workplace changes has not significantly improved. Many change initiatives fail, while others progress too slowly to reach their intended success.

We urgently need a change approach that drives us toward success more efficiently. In other words, we need to change better. But how can we accelerate change while increasing the likelihood of success?

Perhaps we have been focusing on the wrong aspects of change. Most research and studies show that change initiators focus on processes, designing frameworks that outline the stages of acceptance. Leaders create checklists, implement strong communication strategies, and try to force people into compliance. However, none of these methods have a lasting impact.

Until now, we have assumed that the issue lies in execution—but we have failed to consider how our brains react to change.

Are We Born Afraid of Change?

At birth, we are not inherently fearful. Experts have long believed that humans are naturally afraid of only two things—loud noises and falling. However, some credible sources argue that even these fears are learned. One way or another, human nature is not fundamentally resistant to change.

Throughout key stages of our lives, we continuously adapt to change. While some struggle, most people successfully adjust to new circumstances. However, at some point, we start fearing change.

Dr. Richard Boyatzis, a professor of Organizational Change, Psychology, and Cognitive Science at Case Western Reserve University, has been studying change for over twenty years. His research identifies three core areas that help people adapt to change.

Most organizations invest heavily in communication strategies and tools to measure adaptability. However, Dr. Boyatzis argues that we are introducing change incorrectly.

When we quantify change, we trigger the Task-Positive Mode (TPM) of the brain—activated when focusing on specific tasks. While TPM helps us concentrate, it also makes us defensive and less open to new ideas.

On the other hand, change is easier to accept when the brain’s Default Mode Network (DMN) is activated. This part of the brain is engaged when we daydream, reflect on the past, or imagine the future.

Though these activities may seem contrary to the goal-oriented nature of change management, Boyatzis explains that activating DMN generates excitement, making people more receptive to change and new ideas.

The Problem with Measuring Change

Each time we introduce a new metric, we add a new item to the dashboard, making the brain less open to new ideas.

We have been trained to believe that defining specific goals makes it easier for people to embrace change. However, setting rigid targets actually inhibits performance.

The idea that measurement improves change is misleading. People continuously set goals and deadlines, yet this approach undermines the very change we seek to create.

The Key: Generating Excitement in the Brain

Dr. Boyatzis believes the solution lies in creating a state of excitement in the brain—which can be developed through emotional intelligence.

With his MBA students, he focuses on dreams and visions for the future. Functional Magnetic Resonance Imaging (fMRI) studies reveal that focusing on an ideal future activates the Default Mode Network, making change easier to accept.

When people experience excitement, it triggers a physiological reaction, boosting energy levels. This opens the mind to new ideas, unveils unseen opportunities, and shifts the focus from problems to solutions.

Understanding Resistance at a Deeper Level

One common reason for failed change initiatives is employee resistance.

We assume resistant individuals are simply opposed to progress, bombarding them with messages about why change is necessary or labeling them as obstacles.

Most organizational change initiatives involve new processes, roles, responsibilities, and repeated discussions about adapting.

Companies often expect employees to accept every change instantly, yet this expectation itself is a mistake.

Dr. Boyatzis has discovered that the way change is introduced directly influences resistance.

Moreover, when we define resistance as the problem, we assume that the proposed change is inherently beneficial.

The issue is that change is often designed without employee involvement—they are simply expected to accept and implement it.

According to Boyatzis, this is a recipe for disaster.

Change leaders should collaborate with employees rather than presenting pre-made plans and forcing them into compliance.

Fear Always Wins—Unless We Manage It

Many companies assume that employees will accept change if presented with logical facts.

However, Boyatzis explains that when employees receive cold, calculated business cases developed elsewhere, their brains perceive them as threats.

Once the brain detects a threat, it loses the ability to process logic effectively.

In 1996, Daniel Goleman described this phenomenon in his book "Emotional Intelligence: Why It Can Matter More Than IQ", calling it the "amygdala hijack"—where the brain’s emotional centers overpower rational thinking.

If we do not help employees manage their fears, they cannot quickly adapt to change.

To successfully introduce change, we must teach employees to reframe situations, reduce anxiety, and help them explore possibilities instead of problems.

"Do More with Less"—Why This Mindset Kills Change

One of the most uninspiring organizational phrases is "Do More with Less".

It does not motivate employees to embrace an increasing workload, nor does it explain how to achieve this goal.

Organizations simply throw out the concept, expecting employees to figure out how to manage extra responsibilities, knowing full well it is impossible.

While certain aspects of work are unchangeable (e.g., legal obligations, contracts), others—deadlines, workflow stages, resource allocation—can be adjusted to create a better working environment.

Ignoring the stress caused by rising workloads can lead to disengagement and increased resistance.

People Assume Change Is Easy—It Isn’t.

Many of us have been involved in change initiatives, believing the organization can succeed with fewer resources.

However, this is rarely true.

Having fewer resources means identifying what is no longer necessary—not continuing old practices under a new name.

Change is not about forcing employees to take on more work without additional support.

Real change is difficult, complex, and—when done right—highly rewarding.

Final Thoughts

We don’t need to reinvent change management.

However, we must recognize the crucial role that leaders play in driving change.

Change efforts fail when employees are not informed early or when they are presented with brief, deadline-focused change announcements.

Neuroscience tells us that this approach shuts down awareness and increases resistance.

Instead, we must connect with employees and help them embrace change possibilities.

This means creating strategies together, leveraging strengths, and aligning employees with successful outcomes.

Humans are not born fearing change—yet we react defensively when someone tells us how to do our jobs differently.

Talk to your employees. Involve them in the process. And show them how change can make their jobs better.pılabileceğini sorun. Onları yalnızca değişimi yerine getiren değil tasarlayan olarak kapsayın işin bir parçası olarak  hissetmelerini sağlayın.