The psychology of change: Why people behave the way they do

When companies launch big transformation programmes, they often focus on technology and process improvements. But time and again, these initiatives fall flat because they underestimate one critical factor: how difficult it is to get people to change their behaviour.

It’s not just about training end users to use new tools — it’s about understanding how humans have evolved to respond to change, both mentally and biologically.

If you can understand these physiological drivers, you may rethink your communication style and how best to encourage adoption amongst service users, as well as improving the motivation of the teams implementing your change programme.

Why our brains resist change

From way back when we were cavemen and women, our brains are wired for safety, stability, and efficiency. We prefer the familiar over the unknown. This tendency, called “status quo bias,” makes us naturally inclined to stick with what we know rather than embrace something new. Neuroscientists explain that it’s not about being lazy; it’s a mental shortcut that helps us avoid potential risks.

Research shows that our brains often interpret change—even positive change—as a potential threat, triggering our “fight or flight” response. This reaction is driven by the amygdala, the brain’s emotional control centre, which lights up as if we’re facing a physical danger. This instinctive reaction makes us hesitant about new ideas or shifts, even when we know they’re supposed to be beneficial.

We care more about what we might lose vs what we might gain

Another reason change feels so uncomfortable is because of “loss aversion”—the idea that we’re more motivated to avoid losses than to chase gains. So, when an organisation announces a new transformation programme, people tend to worry about what they might lose (like job stability or familiar routines) instead of focusing on the potential benefits. This makes it much harder for teams to see change as an opportunity rather than a risk.

Fear of the unknown

People aren’t big fans of unpredictability. Routines make us feel calm and in control, so when we’re faced with an unknown future, it can feel unsettling. Studies on “uncertainty aversion” reveal that we tend to avoid situations where we don’t know the outcome, as our brains see unpredictability as a source of stress.

In a work setting, this can mean anxiety or even resistance when faced with a transformation programme. Employees might worry not just about job security but also about their ability to adapt to new processes or roles, which can make change feel more threatening than exciting.

The mental strain of change

Change isn’t just about adapting emotionally; it also takes a lot of mental energy. Our cognitive resources are limited, so learning new processes or adjusting to unfamiliar routines can feel like a huge effort. Studies show that change relies on “executive function”—mental resources involving focus, memory, and self-control. When work demands shift, these functions can get strained, especially if people are already stressed. This mental load can leave people feeling exhausted, contributing to resistance and even burnout.

The social side of change

More recent research has highlighted another piece of the puzzle: how change affects our social world. Our brains are incredibly sensitive to social threats, and these can elicit a physical response just as strong as a fear of physical harm. In fact, humans are wired to respond to social rewards and threats just as strongly as we do to physical ones. This is why we feel a rush of anxiety walking into an appraisal or a dopamine hit when our social media post gets likes.

When it comes to work, our brains evaluate social “threats” based on:

• Status: Where do I stand in the hierarchy?
• Certainty: Do I know what’s expected of me?
• Autonomy: Am I in control of my work?
• Relatedness: Do I feel connected to the team?
• Fairness: Am I being treated fairly?

When these needs are met, we feel secure and valued. But when they’re threatened, we’re less likely to embrace change. For most of us, our work and work relationships have a significant influence on our sense of belonging and identity. It’s why we talk about work stress at home and why work often impacts our personal lives. It’s also a big reason people leave jobs when work doesn’t support their sense of self or wellbeing.

Unknowingly, many work cultures threaten this sense of security. A simple directive to “do things differently” can unsettle our feeling of autonomy or create uncertainty. Ultimately, we crave social acceptance and psychological safety at work, and these are key ingredients for feeling confident enough to welcome change.

From understanding the brain to building effective teams

So, understanding how the brain reacts to change is only part of the story. The real magic happens in how we work together. What kind of team environment helps people thrive, and embrace transformation?

If you want to understand how to tackle resistance to change, click here to read our whitepaper on change fatigue, an essential for leaders who are navigating organisational transformation.