Change initiatives and the human brain

Change Initiatives and the Human Brain

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Transformation isn’t all about fancy tech – here’s what to consider instead

Organizational transformation is often viewed as a daunting task, with technologies, systems, and processes being perceived as the most challenging aspects to modify. These technical aspects do doubtlessly require thorough and intricate work, given their high complexity and involvement of numerous unknown variables. However, what often goes unnoticed is that the most decisive factors for achieving success are not always technical in nature. In fact, these critical factors are often overlooked or insufficiently addressed, putting the entire transformation at risk.?

It is therefore imperative to recognize these pivotal factors to unlock a successful change and transformation. So, what are they??

The individuals.

Now, it might not come as a surprise that the success of an organizational transformation largely depends on the employees who are both impacted by and responsible for the change. Their ability to adapt, support, and embrace change is crucial in achieving a positive outcome. Even the most well-designed system or process may struggle to gain traction without their commitment and buy-in, making them essential to the success of the transformation.?

Most firms are fully aware of this fact and have implemented change management plans to ensure that employees feel involved and respected during the process. They have also experimented with different organizational structures and employed various management theories and models. Management scholars have also conducted extensive research over the years to better understand this issue. While these measures may reduce uncertainty, even minor changes within a company can require significant effort in spite of these measures.?

So, despite a high abundance of awareness and change management theories - 70% of change initiatives fail. Why?

This is not a question that has one single simple answer. However, there are measure that can be taken to ease the transformation process and favor the odds to make the change a success.

Changing Companies, Changing Minds

To understand the principles of successful change, one needs to understand human psychology.

Human beings possess remarkable creativity and adaptability. During challenging times, such as wars and natural disasters, we can acclimate and even modify our environment to our advantage. However, when it comes to making seemingly simple changes in the workplace, humans appear to lose their creativity and adaptability. Implementing any changes suddenly seems like an insurmountable obstacle.

To understand why this is the case, it is essential to differentiate between organizational and human behavior. The former conforms to the organization's rules and policies, existing within clearly defined boundaries. The latter is significantly more intricate and influenced by an array of emotional factors. Although both interact during times of change, only by distinguishing them can we comprehend the change process. The question remains - why is it that humans resist change?

Better Safe Than Sorry

Humans may be resistant to change because of a combination of neurological and cognitive factors. Conscious thoughts and decision-making occur in the prefrontal cortex, which is closely linked to the amygdala - the part of the brain responsible for controlling many emotions. Change can be perceived as a threat by the amygdala because it disrupts the status quo and triggers a sense of uncertainty. The amygdala is particularly sensitive to novel or unpredictable stimuli, as they may indicate a potential danger. When faced with change, the amygdala may activate the fight-or-flight response, causing individuals to feel anxious, stressed, and resistant to the change.?

When individuals are faced with change, the uncertainty and apparent complexity of the situation can overwhelm the prefrontal cortex, triggering the amygdala and leading to negative feelings such as fear, sadness, anxiety, stress, among others. This can make it more difficult for individuals to adjust to change and may contribute to resistance. Furthermore, the energy consumption of the brain can increase when individuals deviate from their usual routines, leading to a preference for habitual, repetitive tasks.

Therefore, it is essential to reduce employee stress and provide support when implementing organizational change. Although reducing employee stress alone will not make change a breeze – however, employees are often the largest piece of the transformational puzzle and solving it can make change much more manageable and comprehensible. By understanding the neurological and cognitive factors that contribute to resistance to change, individuals and organizations can work to mitigate these factors and increase the likelihood of successful change management.

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What concretely needs to be done?

The prefrontal cortex is the part of the brain responsible for conscious thought and decision-making. It is involved in processing new information and making sense of it. The basal ganglia, on the other hand, plays a key role in storing and executing learned behaviors and habits.

When an individual is faced with a change, their prefrontal cortex needs to process the new information and create new habits or behaviors to adapt to the change. The goal of making the transition from the prefrontal cortex to the basal ganglia means that the individual should be able to create new habits or behaviors that align with the change with minimal negative emotions or resistance.

People respond poorly to threats and should try to form good habits when faced with change.

To achieve this, it is important to focus on the triggers that evoke negative feelings and work on mitigating them. While these triggers may not be entirely avoidable, their impact can be minimized through proper change management. These are few potential steps that can help with that:

1.? Understanding - Before embarking on any change initiative, leaders should make it a priority to understand how the change may affect employees and empathize with their concerns. This should be the first step in the planning process to ensure that leaders have a clear understanding of the potential impact of the change and can address employee concerns. By acknowledging and addressing their concerns, leaders can help build trust and create a more positive environment for change.

2.??Familiarity - The upcoming change should not come as a shock. Every involved stakeholder should be aware of the changing organizational landscape (and preferably shape the landscape). Not doing so, not only overheats the amygdala, but it also creates a feeling of fear and being left out. This can make the affected person highly emotional, which further reinforces risk for resistance.

3.??Clarity - Just being familiar with the change does not suffice. As the prefrontal cortex is incapable of handling a large amount of information at once, it's important to communicate the upcoming change in a clear and concise manner. The complexity of organizational change can be overwhelming, and employees need to understand the purpose behind it to fully comprehend its impact. By providing clear and straightforward communication, employees can better understand the change and its goals, which can help minimize confusion and resistance.

4.???Involvement - More than often, the executives envision the change plan and goals, and then simply present it to the employees without involving them. This can also make employees feel left out or neglected, which can result in decreased morale, motivation, and productivity. Thus, if employees get the possibility to be part of the creating the change process, rather than solely acting upon it – the brain releases different neurotransmitters, and it can be perceived as a rewarding experience. Killing two birds with one stone.?

5.???Feedback - This involves actively seeking and listening to employee feedback and input throughout the change process. By involving employees in the decision-making and problem-solving process, they feel valued and engaged in the process, which can help minimize resistance and increase acceptance of the change. Additionally, gathering feedback and input can help identify potential issues and obstacles, which can be addressed before they become major problems.

6.???Training - Once employees have a clear understanding of the change and their role in it, it is important to provide them with adequate training to adapt to the new changes and perform their jobs effectively. By investing in employee training, organizations can reduce anxiety and increase confidence in their ability to navigate the changes.

7.???Recognition - Change can be difficult and often comes with resistance. Leaders should recognize and reward employees for their efforts and contributions during the change process. This helps to maintain morale and motivation and acknowledges the challenges that employees may face. Recognition and rewards can come in many forms, such as verbal praise, bonuses, promotions, or other forms of acknowledgement. By showing appreciation for employees' hard work and dedication, leaders can create a positive and supportive environment that encourages continued engagement and commitment to the change process.

It is challenging to identify a single factor that presents the biggest obstacle to achieving successful organizational change in practice. However, based on various meta-analyses, it is most likely a combination of factors that plays a crucial role. Research indicates that communicating a clear purpose to stakeholders and engaging them in the change process can significantly impact the success or failure of the initiative.

In conclusion, successful organizational change requires more than just technical expertise and planning. It requires a deep understanding of human psychology and a focus on employee support and engagement. By prioritizing familiarity, simplicity, and involvement in the change process, leaders can create a positive environment that reduces resistance and encourages adaptability. Additionally, recognizing and rewarding employees for their efforts and contributions during the change process can further maintain morale and motivation. Avoid triggering fear of change or novelty in the amygdala and encourage habitual behaviors to adjust to change. Overall, by prioritizing employee support and understanding the psychology of change, organizations can achieve successful and lasting transformations.

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f(x) is an editorial product combining data analytics and in-depth, curated opinion pieces that create applicable value and direction for growth.

By experts – for leaders.

This article was written by Hamza Tauqir.

Supported by the Brand & Content team at frog: Oscar Olsson, Linus Hartin, Frida Cederg?rdh, Erik Berggren, Filip M?lberg, Johan Thuresson, Marcus Braun, Jacob Westfeldt, Lauri Horelli, Desirée Ekberg, and Freja Liljedahl.

The header and illustration were designed by Desirée Ekberg.