The ‘Mere Exposure Effect’ in Organizational Change

We prefer what feels familiar. When confronted with something new or unfamiliar, we often rely on what we already know. This is the mere exposure effect at work—a psychological phenomenon first introduced by Robert Zajonc in 1968. It’s an essential concept in behavioral psychology and plays a significant role in organizational change.

Choosing what feels familiar acts as a safety mechanism, reducing uncertainty. Additionally, familiar options are easier to understand since we’ve had more time to process them. While this may offer comfort, in organizations, it can lead to inertia. To progress, we need to venture beyond the comfort zone and help people do the same.

The mere exposure effect also offers a solution: the more we’re exposed to something new, the more we grow to appreciate it. Frequent exposure increases the likelihood of adopting new ideas, especially when presented in a way that resonates unconsciously. This principle is widely used in marketing—through techniques like subtle product placement or repeated branding.

“When everything looks unusual around you, your eyes and your mind mostly need anything usual! Unfamiliar disturbs us; familiar comforts us!”

— Mehmet Murat Ildan

Using the Mere Exposure Effect in Organizational Change 

This principle can significantly enhance change adoption in your organization. Without deliberate efforts, people may instinctively reject new initiatives and stick to the status quo. This resistance isn’t necessarily because they’re being difficult or because your idea is flawed—it’s the mere exposure effect at play.

Here are strategies to leverage this effect:

 • Repeat Your Message Regularly: Repetition is powerful. It not only helps people remember your message but also makes them more comfortable with the idea.

 • Link to Desirable Goals: Connect your change initiative to something people already value. For example, a trendy pop-up coffee bar during the launch of a new project can make the initiative feel more approachable. At Soulcenter, we link change to employees’ intrinsic motivations, like improving elder care.

 • Use Recognizable Branding: Create a clear logo and unique visual identity for your project. A consistent and recognizable message builds familiarity and trust.

 • Build on Existing Themes: Stick to familiar strategies or patterns already proven effective in your organization. People appreciate consistency, even in new initiatives.

 • Engage Influential Figures: Enlist leaders or respected colleagues to champion the change. Their endorsement can build credibility and ease acceptance.

 • Employ ‘Project Placement’: Subtly integrate the new initiative into everyday processes or environments. Share updates and behind-the-scenes looks to build interest.

 • Phase Out Old Solutions: If possible, make it harder to access old systems or processes. By removing outdated options, you reduce the temptation to revert.

Beware of Overexposure 

While repeated exposure helps people grow comfortable with new ideas, too much repetition can lead to fatigue. Just as we get tired of a song played on repeat, overexposure to your message may lead to avoidance. Research suggests the mere exposure effect peaks after 10-20 exposures, after which its impact starts to decline.

Nurturing Curiosity 

Interestingly, this effect is less pronounced in children, who naturally prefer exploring new ideas over sticking with familiar ones. This observation holds valuable lessons for adults and organizations: cultivating curiosity and a willingness to explore can counteract resistance to change. Encouraging employees to maintain their “inner child” and embrace curiosity could be the key to fostering adaptability and innovation in the workplace.

By understanding and applying the mere exposure effect, you can design change initiatives that resonate more deeply, ensuring they feel less like disruptions and more like natural, welcome progress.