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Why People Struggle with Change at Work

Writer's picture: Andrew HavemannAndrew Havemann

Change is an inevitable part of the modern workplace, but despite its ubiquity, many employees struggle to embrace it. Whether it's the introduction of a new technology, restructuring of teams, or shifting organisational goals, people often resist change, and the effects of this resistance can be felt at all levels of the organisation. So, why does change at work seem so difficult for so many? We will explore the psychological and social factors behind this struggle, below.


1. The Threat of Uncertainty

One of the main reasons people struggle with change is the fear of uncertainty. Our brains are wired to prefer stability and predictability; change disrupts this. Uncertainty activates areas of the brain associated with threat detection, triggering a stress response that leads to resistance. This response is deeply ingrained and can occur even in the absence of a real danger, making change feel uncomfortable and unsettling.

In the workplace, uncertainty can manifest in several ways: employees may fear job loss, a change in their role, or an inability to keep up with new expectations. When they are unsure about how change will affect them, they are likely to cling to the status quo in an attempt to regain some sense of control. This resistance is often exacerbated when leadership fails to communicate the rationale behind the changes or provide a clear vision of the future.


2. Cognitive Load and the Overwhelm of New Information

Another barrier to embracing change is the cognitive load it places on employees. Change often involves learning new skills, adapting to new systems, or adjusting to new processes. This can feel overwhelming, especially if employees already have demanding workloads. When people are asked to take on new tasks or responsibilities without sufficient time to process and integrate them, their capacity to cope is taxed.

When faced with significant change, people often  tend to overestimate the effort required to adapt to the change, which can lead to procrastination or avoidance behaviours. They may also underestimate their own ability to learn and adjust, reinforcing the belief that change is insurmountable. This bias can slow progress, creating a cycle of resistance that becomes difficult to break.


3. Social Dynamics and Group Norms

Workplaces are social environments where group norms and established behaviours hold significant power. When change disrupts these norms, employees can feel that their social cohesion is threatened. According to Adam Grant’s work on organisational culture and motivation (Grant, 2021), individuals are strongly influenced by the norms of their social groups, which can either encourage or hinder their willingness to adapt to change.

Grant has suggested that people are more likely to embrace change when they feel a sense of psychological safety within their team or organisation. If an individual perceives the change as a threat to their relationships with colleagues, their identity within the organisation, or their social standing, they are likely to resist it. Conversely, if the change is framed as a shared challenge that will bring the team together, resistance is often reduced.


4. Loss of Autonomy

At its core, resistance to change often reflects a fear of losing control. Humans have a fundamental need for autonomy, and when organisational changes are perceived as stripping away that autonomy, resistance tends to rise. Gagné et al. highlighted that employees who felt their autonomy was being undermined by organisational change experienced a decline in motivation and engagement.

For example, when new processes are imposed without input from employees or without considering their perspectives, it can create feelings of helplessness. People are more likely to embrace change when they are actively involved in the decision-making process, or when they have a say in how changes are implemented.



5. The Role of Leadership in Facilitating Change

While individual and group-level factors certainly play a role in resistance to change, leadership is perhaps the most influential factor in determining how change is received within an organisation. Effective leadership through change management principles can mitigate resistance by creating a sense of purpose, providing clarity, and fostering a supportive environment.

In his 2021 work, Adam Grant highlighted the importance of "human-centric leadership"—a style that emphasises empathy, communication, and collaboration. Leaders who are transparent about the reasons for change, who involve employees in the process, and who offer support during times of transition are far more likely to generate positive responses. This approach helps individuals feel valued, understood, and part of the solution, rather than victims of change.


6. The Emotional Impact of Change

Finally, it's important to recognise the emotional side of change. Change is not just a logistical or procedural shift; it often comes with emotional consequences. People may experience a range of emotions, including anxiety, frustration, and even grief, especially if the change involves the loss of something they valued or relied upon. For instance, the shift to remote work during the COVID-19 pandemic involved a great deal of emotional adjustment for many employees, as it not only changed how they worked but also affected their work-life balance and social connections.

The emotional impact of change should not be underestimated. Research has shown that when organisations fail to address the emotional needs of employees during times of change, the likelihood of burnout and disengagement increases. A supportive environment that acknowledges and addresses these emotional reactions can significantly ease the transition process.


Conclusion

Change at work is challenging for many reasons, from the fear of uncertainty and cognitive overload to social dynamics and loss of autonomy. However, understanding these psychological barriers can help organisations and leaders better support their teams through periods of transition. By fostering open communication, involving employees in the change process, and providing support where needed, organisations can reduce resistance and increase the chances of successful adaptation.

As Adam Grant’s research has shown, people are more likely to embrace change when they feel supported and when they see the change as an opportunity for growth, rather than a threat. By approaching change with empathy and a focus on collaboration, we can move toward a future where adaptation becomes a strength rather than a source of stress.


References:

  • Grant, A. (2021). Think Again: The Power of Knowing What You Don't Know. Viking.

  • Gagné, M., et al. (2022). The Impact of Autonomy Support on Motivation and Work Engagement during Organisational Change. Journal of Applied Psychology, 107(1), 24-39.

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