Managing change can feel like navigating a storm: stakeholders pulling in different directions, resistance building up, and priorities shifting constantly. Sound familiar?

The good news? Change doesn’t have to be chaotic. With the right structure, it becomes manageable, even exciting. That’s exac...

Over the years, we've worked extensively with Rick Maurer’s three levels of resistance:

1. “I Don’t Get It” – Cognitive resistance, where people struggle to understand the change.

2. “I Don’t Like It” – Emotional resistance, driven by fear, anxiety, or frustration.

3. “I Don’t Like You” – T...

Why do so many organizations attempt change, but so few succeed? 

We’ve all heard the corporate promises: “We are a change-driven organization!” or “People are at the heart of our transformation!”, 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 ‘Pleas...

Yesterday, I came across this quote by Lao Tzu: “Time is a created thing. To say ‘I don’t have time’ is like saying ‘I don’t want to’.” 

Many busy people will strongly disagree, claiming they genuinely don’t have time. While that might sometimes be true, often it boils down to a lack of priority...

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 that’s 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 work—a psychological phenomenon first introduced by Robert Zajonc in 1968. It’s an essential concept in behavioral psychology and plays a sign...

Psychological inertia often manifests in organizational change as resistance to action or a tendency to maintain the status quo unless driven by a strong psychological motive. While similar to status quo bias, psychological inertia differs as it actively suppresses action, driven largely by fear,...

Managing change is about helping people. Make it easy and enjoyable for people to adapt to change. “Help me!” 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...

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. Th...

In many change programs, you often hear: "Change the mindset of employees, and behavior will follow." I used to advocate this approach, but I’ve grown increasingly skeptical. For example, I’m convinced that taking the bus is better for the environment and my health, yet I often choose my car. Simila...

I recently reread The Power of Habit by Charles Duhigg, and this time, a key insight stood out: to turn an action into a habit, you need a craving.

The Habit Loop: My Running Story

Since 2012, I’ve been running five to ten kilometers a week on and off. It’s never been smooth sailing; I didn’t part...