The Missing Link: Why Our Understanding of Change Needs Neuroscience

For decades, society has relied on the collective wisdom of academic research and theoretical models to guide us in areas like leadership, behavior change, and decision-making. Both in academia and in business, we have often turned to the past for answers, referencing theories and frameworks developed by some of the greatest minds in psychology, sociology, and philosophy. These theories have offered valuable insights, shaping the way we think about change, risk, and human behavior. Yet, as we now know, they were developed before we understood how the brain—the very organ responsible for making these changes—actually works.

In many ways, this reliance on historical theories is entirely natural. After all, when these models were first developed, we lacked the scientific tools to understand the physiological and biological processes that drive change in the human brain. Theoretical approaches to behavior change, leadership, and emotional control were built on what was available: observations of behavior, philosophical ideas, and subjective language that could only attempt to describe the intricacies of human thought and decision-making.

However, today we find ourselves at a pivotal moment. Thanks to advancements in neuroscience, we now know far more about the brain’s role in how we process emotions, make decisions, and adjust our behavior in the face of change. We have learned about neuroplasticity—the brain's remarkable ability to rewire itself—and about the critical role of neural pathways in shaping our automatic responses to risk, threat, and uncertainty. We can now see how the brain physically adapts, grows, and changes in response to experience and knowledge.

This newfound understanding presents both a challenge and an opportunity. The challenge is that many of the frameworks we rely on, both in academia and business, are still rooted in the past. They have inherited assumptions from a time when our understanding of the brain was limited. Even with the best intentions, these models may be incomplete, relying on subjective and ambiguous language that doesn’t fully account for the brain’s biological mechanisms. For example, behavior change theories that don’t consider neuroplasticity may offer strategies for shifting behavior, but without a full understanding of how the brain needs to physically adapt, they may fall short of delivering real, lasting change.

The opportunity is clear: we can now build on the wisdom of the past while incorporating the essential knowledge we’ve gained from neuroscience. By doing so, we can update our thinking and refine our approaches to change—whether it’s about developing self-control, improving leadership, or shifting behaviors in the face of risk.

This isn’t to dismiss the value of past theories. On the contrary, they have provided a strong foundation upon which we can now build. The thinkers and researchers of previous generations did the best they could with the knowledge and tools available to them. But now, as we move forward, we have the chance to add a new dimension to that work—a dimension rooted in scientific facts about how the brain works, learns, and changes.

What does this mean for us, both in academia and in business?

1. A shift from subjective to objective language: We must become more precise in how we talk about change. Terms like "resilience," "emotional intelligence," and "psychological safety" are useful, but they need to be grounded in the objective realities of how the brain processes and adapts to stress, uncertainty, and growth. By integrating neuroscientific principles, we can bring clarity to the language of leadership and behavior change.
2. A more holistic approach to change: When we understand that change at a cognitive level requires a physiological shift in the brain, we can begin to create strategies that align with how the brain actually works. Whether it's training for emotional self-control or adopting new behaviors in the workplace, we can design interventions that are not just theoretically sound but neurologically effective.
3. The role of experience in rewiring the brain: As we learn more about neuroplasticity, we recognize that change is not an intellectual exercise alone—it’s something the brain needs to physically experience. Our models need to reflect this reality and incorporate practices that allow the brain to build new neural pathways, solidifying new behaviors and responses.

The issue with academic research and 'best practice' models: Increasingly, academics rely on big data models to analyze past papers on change, drawing conclusions that are often presented as 'best practice' and used to inform critical government policy on issues like the economy and education. While this may provide a comprehensive summary of what’s been said before, it inherently perpetuates the same historical assumptions and language limitations. By confining their analysis to previous work, these models miss opportunities to look across disciplines and connect with fields like neuroscience, where critical lessons about brain function are emerging. The absence of this interdisciplinary approach means we risk missing out on insights that could transform our understanding of how real, lasting change happens—both in individuals and in organizations.

In conclusion, it’s not a matter of “right or wrong” when it comes to past theories. Rather, it’s about acknowledging that our understanding of change has evolved, and so must our models. The knowledge we now have about the brain gives us an unprecedented opportunity to improve the ways we approach behavior change and leadership. It’s time to update our thinking, embrace the insights of neuroscience, and move forward with a more complete understanding of what it takes to truly transform behavior—both in ourselves and in others.

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