Organizational Change Hurts

To really understand why organizational change is so freakin' hard, we need to appreciate some key facts about our ancient human brains. Fundamentally, our brains are wired to resist change and stick to the status quo. Why? Well, for our ancestors living in the wilderness, sudden change usually meant bad news - like a drought, wolf attack, or loss of food sources. Change signaled danger that threatened their survival.

So over thousands of years of evolution, humans developed strong instincts to resist change and maintain stability at all costs. Our brains became hardwired to cling to familiar routines and habits because those kept us safe.

This wiring is especially activated when changes disrupt our habits and daily rituals. On a neural level, habits get ingrained in our brains through well-worn pathways in an area called the basal ganglia. These habit pathways allow us to carry out routine behaviors on autopilot without much conscious effort. So we can get dressed, drive to work, and mindlessly scan our email without expending much mental energy--but hopefully not all at the same time!

This autopilot is great for freeing up brainpower for other important stuff. But it also means we rely heavily on our existing habits and default to doing things the way we've always done them. Any big organizational change that disrupts these habitual pathways requires exerting conscious willpower to reroute our wiring - which can feel uncomfortable or threatening. Our brains kick into resistance mode because being forced to reconsider beliefs or learn new ways of working seems risky.

Massive change triggers our brain's threat response - increased cortisol and adrenaline - as people worry about impacts on job stability, status, and skills. Pushing change too aggressively can exacerbate anxieties. Wise leaders gradually phase in significant transitions, giving people space to process each step before moving to the next.

So in a nutshell, organizational change is notoriously hard because it rubs against core aspects of human nature and psychology. Our change-averse brains are the root cause holding organizations back from readily adapting and evolving. Leaders need to understand and address this reality when managing change initiatives.

However, organizational change brings both threats and opportunities. By understanding core aspects of neuroscience and human nature, leaders can implement changes in ways that work with, rather than against, our instincts and tendencies. This empathetic approach - addressing people's concerns, celebrating progress, and allowing time for transition - dramatically increases the probability of successful, sustainable change. Fundamentally, leading change is about guiding people through a journey of growth. Savvy leaders shape and pace this journey in sync with the brain's requirements - enabling collective transformation.

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Steve Gladis Leadership Partners