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Over the years, we've worked extensively with Rick Maurerâs three levels of resistance:
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âI Donât Get Itâ â Cognitive resistance, where people struggle to understand the change.
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âI Donât Like Itâ â Emotional resistance, driven by fear, anxiety, or frustration.
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âI Donât Like Youâ â T...
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Why do so many organizations attempt change, but so few succeed?Â
Weâve all heard the corporate promises: âWe are a change-driven organization!â or âPeople are at the heart of our transformation!â, yet many initiatives fail somewhere between intention and reality.
Organizational change often do...
 Self-control is often seen as the key to success. Whether it's healthy habits, sustainable behavior, or productivity improvements, the underlying assumption is that discipline and willpower are necessary to achieve long-term goals. But what if this classic approach is incomplete?
The study âPleas...
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Yesterday, I came across this quote by Lao Tzu: âTime is a created thing. To say âI donât have timeâ is like saying âI donât want toâ.âÂ
Many busy people will strongly disagree, claiming they genuinely donât have time. While that might sometimes be true, often it boils down to a lack of priority...
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What you create or invest effort in, you value more than what others create.
This is the IKEA Effect, named after the Swedish furniture retailer. Many people think IKEA is successful because of its affordability, but thatâs just one part of its value proposition. The other important aspect is al...
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 workâa psychological phenomenon first introduced by Robert Zajonc in 1968. Itâs an essential concept in behavioral psychology and plays a sign...
Managing change is about helping people. Make it easy and enjoyable for people to adapt to change. âHelp me!â is the call that every people-centric change manager picks up from the plethora of feedback in organizations. You can help people change during the implementation of a program, but you can a...
As humans, we are strongly inclined to comply with authority figures. This tendency is ingrained in our nature and often operates unconsciously. People frequently underestimate the influence that authority exerts on their behavior.
Three key symbols effectively establish authority:
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Titles: Doc...
Implementing change in organizations largely revolves around influencing others. Influence doesnât happen by chanceâit can be cultivated. Itâs both a science and an art.
The Six Principles of Influence
Robert Cialdini, an American professor of marketing and psychology, summarized the science of in...
When introducing new software, give people a fantastic experience first, and then ask for their effort (like creating a profile, entering data, or adopting a new mindset or behavior). By reversing the "no pain, no gain" mantra to "no gain, no pain," you prioritize creating positive experiences befor...
