The Interference Effect in Organizational Change

On the main road in my town, there’s a sign that displays your speed in bright, glowing numbers. If you’re within the speed limit, it gives you a green thumbs-up. However, if you’re speeding, it still gives you a thumbs-down… also in green. It took me a few tries to realize something felt off. The measurement was accurate, but the green light for speeding caused confusion. This is an example of the interference effect.

The interference effect involves how the human memory processes information. Competing mental processes slow down or disrupt our ability to accurately interpret and act. This article explores the interference effect from the perspective of organizational change.

The Two Types of Interference

1. Proactive Interference

Existing memories interfere with learning or retrieving new memories. Older memories are more deeply rooted in our long-term memory, making adaptation to new information challenging.

2. Retroactive Interference

New learning interferes with existing memories, making it harder to recall old ones. For example, when learning a new phone number, you may eventually forget the old one because the new number is repeated more frequently.

A Personal Example: Tennis vs. Padel

I’ve played tennis since I was eight years old and started padel two years ago. Initially, proactive interference caused me to play tennis on the padel court. Over time, practice and lessons helped reduce this interference. During the pandemic, I only played padel due to restrictions. When I returned to tennis, retroactive interference made the first 15 minutes feel unfamiliar, but years of tennis practice quickly resurfaced. This demonstrates how deeply ingrained habits or memories are harder to replace.

Implications for Organizational Change

In most change processes, organizations transition from something familiar to something new, like replacing software or introducing new processes. Rarely are changes entirely novel.

The interference effect can:

• Reinforce old memories: Proactive interference makes it harder to adopt new ways of working.

• Replace old memories: Retroactive interference allows new habits to take over with repetition.

To help employees embrace new changes, organizations should:

1. Clarify the new information.

2. Regularly replace old memories with new ones through repetition.

3. Build on existing knowledge when possible.

Strategies to Mitigate the Interference Effect

1. Avoid the Effect

Design changes that minimize conflicting mental processes. Ensure information is clear and congruent to reduce confusion.

2. Minimize the Effect

Use "overlearning" by repeating new information frequently through various channels (e.g., videos, blogs, workshops). Make old processes inaccessible to encourage adoption of the new.

3. Leverage the Effect

When relevant, use existing memories to ease the transition. For example, reinforce familiar elements to reduce resistance.

The Advance Organizer Technique

This instructional design technique helps people understand new information by linking it to what they already know. There are two types:

Descriptive Organizer

Use when the audience has little prior knowledge. Provide a broad overview to introduce the change. For instance, when introducing social media for the first time, explain what it is and why it matters.

Comparative Organizer

Use when the audience has relevant prior knowledge. Highlight differences between the old and new systems. For example, when replacing software, clearly outline what stays the same, what changes, and what’s new. The "Stop-Start-Continue" exercise (what stops, starts, and continues) can help here.

Overcoming Mental Barriers

The interference effect can hinder performance and impede successful change. By carefully analyzing the context and experiences of your audience, you can reduce these mental obstacles and drive successful adoption. Experimentation and reflection are key, as research on this topic is still emerging. Often, it’s about applying common sense and planning thoughtfully at the start of any change initiative.