It was a wanted change, I had studied and prepared for it.
Yet as the day edged closer for me to move from one career I had for over fifteen years into a new and unpredictable career I was faced with sleepless nights and varying emotions and thoughts.
“Had I made the right choice?”
“Would this work out?”
“Change is scary even when we want it .”
Whether it’s a shift in our personal lives, our work environment, or the world at large, change can evoke feelings of fear, uncertainty, and even outright opposition.
But why do we resist change?
Sometimes even when it may be for our own benefit?
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To understand this phenomenon, we must delve into the psychological, neurological, and sociological underpinnings that shape our response to change.
At the core of our resistance to change lies the concept of cognitive dissonance.
Coined by psychologist Leon Festinger in the 1950s, “cognitive dissonance refers to the discomfort we feel when we hold conflicting beliefs, attitudes, or behaviors”.
When faced with change, our existing beliefs and habits are challenged, creating a sense of internal discord.
As humans, we are naturally inclined to seek consistency and stability, and any disruption to this equilibrium can trigger feelings of anxiety and resistance.
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Numerous studies have explored the psychological mechanisms behind our resistance to change.
One such study conducted by researchers at Stanford University examined “The phenomenon of status quo bias”, the tendency to prefer things to stay the same rather than change.
In a series of experiments, participants were presented with choices between maintaining the status quo and adopting a new option.
The results consistently showed a strong preference for the status quo, even when the alternative offered clear advantages.
“This reluctance to deviate from the familiar highlights our innate aversion to change, rooted in our desire to avoid the discomfort of uncertainty”.
But our resistance to change is not solely a product of psychological factors; it also has a neurological basis.
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Neuroscientists have identified the role of the amygdala, a small almond-shaped structure in the brain responsible for processing emotions, particularly fear and anxiety.
When confronted with change, the amygdala becomes activated, triggering a stress response commonly known as the “fight or flight” reaction.
This physiological response is deeply ingrained in our evolutionary history, serving as a survival mechanism to protect us from potential threats.
However, in the context of modern-day change, this same response can hinder our ability to adapt and embrace new opportunities.
A fascinating study published in the Journal of Neuroscience sheds light on the neural mechanisms underlying our resistance to change.
Using functional magnetic resonance imaging (fMRI), researchers observed brain activity in participants as they were exposed to unexpected changes in their environment.
The results revealed increased activity in the amygdala, as well as the prefrontal cortex, a region associated with decision-making and cognitive control.
This dual activation suggests that our response to change involves a complex interplay between emotional and cognitive processes, further underscoring the multifaceted nature of human behavior.
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In addition to individual psychology and neuroscience, our resistance to change is also influenced by broader sociocultural factors.
Sociologists have long recognized the role of social norms, values, and institutions in shaping human behavior and attitudes.
When a proposed change conflicts with established norms or threatens existing power structures, resistance is often intensified.
This phenomenon is evident in organizational settings, where employees may resist changes to workplace policies, procedures, or leadership roles that challenge their sense of identity or security.
A seminal study conducted by organizational theorist Kurt Lewin introduced the concept of “unfreezing, changing, and refreezing” to explain the process of organizational change.
According to Lewin’s model, successful change requires not only implementing new practices or procedures but also unfreezing existing norms and attitudes to create space for innovation.
This involves challenging the status quo, engaging stakeholders in the change process, and establishing new norms and routines to sustain the change over time.
By understanding the social dynamics at play, organizations can better navigate resistance and foster a culture of continuous improvement.
Moreover, our resistance to change is often compounded by cognitive biases that distort our perceptions and decision-making.
Confirmation bias, for example, leads us to seek out information that confirms our existing beliefs while ignoring or discounting contradictory evidence.
This selective attention can reinforce our resistance to change by reinforcing the status quo and discounting alternative perspectives.
Similarly, loss aversion bias causes us to place greater value on avoiding losses than on acquiring equivalent gains, leading us to perceive change as inherently risky and undesirable.
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A classic study by psychologists Daniel Kahneman and Amos Tversky demonstrated the powerful influence of loss aversion on decision-making.
Participants were presented with hypothetical scenarios involving potential gains and losses, and asked to evaluate each option.
The results showed that participants consistently exhibited greater sensitivity to potential losses than to equivalent gains, highlighting the asymmetry of our risk preferences.
This tendency to prioritize the preservation of existing resources and relationships contributes to our resistance to change, as we perceive the potential costs of change as outweighing the potential benefits.
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Our resistance to change is a complex and multifaceted phenomenon rooted in psychology, neuroscience, and sociology.
From the cognitive dissonance that arises from conflicting beliefs to the amygdala’s activation in response to uncertainty, our brains are wired to resist change as a means of self-preservation.
Moreover, societal norms, cultural values, and organizational dynamics shape our attitudes and behaviors, reinforcing our resistance to change at both the individual and collective levels.
How then can we cope with change?
· Find mentors who can be there to guide you through the change, having support in making major life changes makes it a little easier to buffer the anxiety that change naturally brings
· Embrace the change in small amounts at first -if possible.
· Think not just of the worse, but also of the best possible outcome. Our minds are programmed to over exaggerate and catastrophize the negative and not considering all the things that could go right instead!
· Be patient with yourself — change is tough, even when prepared for, give yourself time to adjust to the change.
· Do things that help you relax — it could be hobbies, exercise, spending time in nature, positive mindfulness.
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By acknowledging and understanding these underlying mechanisms, we can begin to overcome our resistance to change and embrace new opportunities for growth and innovation.
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This post was previously published on medium.com.
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From The Good Men Project on Medium
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