Science Proves Again Why We Resist Change – and How to Change It

Our Brains Are Wired For Safety

Researchers have shown that the brain stores memories as neural pathways, which are reinforced and strengthened by post-learning experiences. Your brain is a changing organ, and you can influence how it changes. You can wire new connections when you learn something and reinforce those connections when you practice what you’ve just learned. That’s why a mix of watching and doing, often called “see one, do one,” can increase the effectiveness of training programs.

In a recent paper in Nature, researchers discovered several interesting findings that collectively suggest that recent adverse experiences not only activate but also alter memories of prior learnings, even while subjects were resting. In other words, a recent bad experience can trigger and rewire memories of prior experiences, even prior neutral experiences. Subconsciously, our brains work to make sense of recent experiences by integrating them with our previous experiences, sometimes rewiring the past to make sense of the present.

As a key discovery, the study showed that recent bad experiences are more likely to become linked with memories from the past than recent good experiences. Combine that with classic research on conditioning (e.g., Pavlov, Skinner), and we start to see a more informed picture of how negative experiences reinforce prior neutral or bad memories and influence how we think about future experiences. Our brains are wired for caution and avoiding even potentially harmful new experiences.

This research offers further confirmation of why so many people hesitate to adopt or completely resist change. Even one or two poor change experiences can predispose people to change hesitancy or outright resistance. Combined with a lack of trust in leadership, a lack of understanding of the new change, or a lack of psychological safety to raise their concerns, it’s no wonder we find it so hard for people to change.

How to Help Overcome Negative Change Experiences

What does all of this research mean for us as change practitioners?

1. First, we must be sensitive to our colleagues’ prior change experiences. As Shakespeare said, “What’s past is prologue.” We cannot simply wave away these negative biases by thinking, “This time will be different.” We must acknowledge that people likely already have negative biases before starting and build that understanding into our planning and implementation. Unfortunately, we might already have one strike against us before introducing a new change.
2. Second, we must work extra hard to ensure that our current change is perceived positively, or at least seen as being professionally implemented, to distance ourselves from prior negative change experiences. Following simple (but not necessarily easy) steps such as clarifying the “why,” listening to people, communicating clearly using a mix of methods, and tailoring communications to the target audience’s needs can help.
3. Third, we have to be mindful that people’s brains subconsciously integrate and reinforce memories over time, with negative experiences having an outsized impact on how the past influences the present. Change hesitancy, or bad behavior, is likely not personally directed at you or your current change initiative. People’s bad behaviors may stem from biological reactions to prior change experiences. Keeping a positive and professional attitude, getting to know people, listening to their concerns, and repeatedly reinforcing the “why” can help rewire people’s brains, unbias their thinking, and help them become more neutral or even positive change participants.

Take Your First Steps

Learn more powerful yet simple ways to ground your change experience by downloading our free Change Management Framework. 

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