Embracing Change: Navigating the Human Journey from Resistance to Acceptance
Change is often perceived as a daunting challenge, an obstacle that stirs resistance and uncertainty. Yet, the story of human progress is rich with examples of individuals and societies overcoming these fears and moving from resistance to acceptance. The journey of change is as much about psychological growth and collective experiences as it is about the external factors that shape our world. This article explores the evolution of our willingness to embrace change and the mechanisms that can facilitate or hinder this process.
Inspired by Psychological reactance to system-level policies before and after their implementation
https://www.pnas.org/doi/10.1073/pnas.2409907122
Thanks to Elizabet Gomes dos Santos
Doctorate Researcher UCL GBSH; Clinical Lead for Cancer Services and Screening; Consultant in Medical Oncology
Context…
I served as the project manager for the incorporation of Jersey Harbour, Jersey Airport, and Jersey Post Office, and was also a member of the Incorporation Steering Group for the incorporation of Jersey Telecoms. In this context, “incorporation” refers to the process of transforming a public sector department, traditionally led by politicians, into a private company governed by a board. However, the public sector, specifically the Treasury Department, typically retains majority or full ownership of the company. This model ensures continued public interest and oversight while granting the company commercial freedoms, such as the ability to borrow, engage in joint ventures, and pursue capital projects, which may have been challenging if the organization remained within the public sector.
TimHJRogers
MBA Management Consultant | Prince2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | BeTheBusiness Mentor | ICF Trained Coach | Mediation Practitioner | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills
The Power of Trailblazers: From Impossible to Possible
One of the most striking examples of overcoming perceived limits is Roger Bannister’s groundbreaking achievement of breaking the 4-minute mile. Prior to Bannister’s success, the idea that humans could run a mile in under 4 minutes was considered physically impossible. However, once Bannister achieved this feat in 1954, the mental barrier that had been holding back other athletes was shattered. Not long after, numerous athletes followed suit, and the once impossible barrier was surpassed repeatedly.
This phenomenon is a key concept in change management. The idea that seeing a trailblazer succeed makes it easier for others to follow is consistent with Kotter’s 8-Step Change Model, which emphasizes the importance of creating a vision for change and rallying others around it. When Bannister demonstrated that the 4-minute mile was possible, he provided others with a clear vision and the confidence to pursue the same goal. This model illustrates how leadership, vision, and demonstrated success can catalyze widespread change, making it less intimidating for others to adopt new ways of thinking.
Suggested Reading: Kotter, J. P. (1996). *Leading Change*. Harvard Business Review Press.
The Evolutionary Basis of Resistance to Change
Humans are naturally cautious, a trait shaped by thousands of years of evolution. Our survival once depended on being vigilant for potential threats—whether it was a predator or an environmental shift. This instinct to avoid change is an evolutionary survival mechanism, hardwired into our psyche. However, as social creatures, we are also influenced by the behaviors of those around us.
The concept of cognitive dissonance—where individuals experience discomfort when their behaviors conflict with their beliefs—plays a role in why people resist change. When confronted with change, especially at the individual level, we feel the tension between what we’ve always known and the new ways of doing things. This discomfort is amplified when we lack examples of success. However, when others begin to embrace change, the pressure to follow suit increases. This is why change becomes more palatable when witnessed collectively, as seen in the COVID-19 pandemic, when entire industries were forced to adapt to remote work. With nearly every organization transitioning in the same direction, resistance decreased significantly.
Suggested Reading: Festinger, L. (1957). *A Theory of Cognitive Dissonance*. Stanford University Press.
The Role of Experience: Personal Growth Through Challenge
When individuals or organizations face significant challenges, they often come out stronger on the other side, with a transformed attitude toward risk. Consider the adventurer who, after reaching the summit of a mountain or traveling to the North Pole, feels a significant shift in their perception of what is possible. The arduous journey gives them the confidence to tackle smaller obstacles that once seemed insurmountable.
This change in perspective is essential for change management. When teams or organizations experience a successful transformation, it builds their confidence in their ability to manage future challenges. Hersey and Blanchard’s Situational Leadership Theory posits that as individuals and teams mature through experience, they become more capable of embracing and leading change. As people gain confidence and competence from overcoming previous challenges, they are more likely to embrace new challenges and take the initiative to lead future change efforts.
Suggested Reading: Hersey, P., & Blanchard, K. H. (1982). *Management of Organizational Behavior: Utilizing Human Resources* (5th ed.). Prentice Hall.
Safety in Numbers: Collective Change and Psychological Safety
Change is easier to navigate when we’re not alone in it. The concept of psychological safety, as discussed by Amy Edmondson, refers to the environment in which individuals feel comfortable taking risks, making mistakes, and offering new ideas without fear of judgment or retribution. During the COVID-19 pandemic, for example, the widespread shift to remote work across industries created a collective experience, providing psychological safety that made change feel less risky. As businesses and employees faced the same challenges, the fear of failure diminished, and the acceptance of change became easier.
Additionally, the Overton Window concept can shed light on this collective shift. By witnessing extreme shifts in the landscape—such as rapid adoption of digital transformation during the pandemic—individuals and organizations recalibrate their perception of what is acceptable. When society sees that drastic changes can be implemented successfully, more modest changes seem more achievable and easier to accept. This aligns with Lewin’s Change Management Model, which emphasizes the importance of unfreezing old behaviors before implementing new ones.
Suggested Reading: Edmondson, A. (1999). *Psychological Safety and Learning Behavior in Work Teams*. Administrative Science Quarterly, 44(2), 350-383.
Suggested Reading: Overton, J. (2008). *The Overton Window of Political Possibility*. The Mackinac Center for Public Policy.
Liminal Spaces and Archetypal Transitions
Humans undergo significant transitions in both personal and professional realms—transitions often marked by liminal spaces, moments of uncertainty between old and new identities. These spaces can be uncomfortable, as they represent periods of ambiguity where people are neither fully who they were nor fully who they will become. Archetypal transitions, such as moving from youth to adulthood or from working life to retirement, exemplify these liminal spaces.
In organizations, these transitions can manifest as employees move between roles, departments, or leadership positions. Similarly, in life, individuals often experience resistance to these transitions until they realize they are not alone in their journey. Peer pressure and collective experience play a critical role in facilitating these transitions. The support networks created by shared experiences—whether in professional organizations or social circles—offer the psychological safety needed to navigate these liminal spaces successfully.
Suggested Reading: Turner, V. (1969). *The Ritual Process: Structure and Anti-Structure*. Aldine Publishing.
Conclusion: Change as a Natural Part of the Human Journey
Change is not an isolated event but a continuous, evolving process that is deeply embedded in the human experience. Whether it’s overcoming a personal challenge, adopting new technologies, or shifting organizational cultures, change is necessary for growth and survival. As we look at the patterns of human behavior—caution, collective experience, personal growth, and psychological safety—we begin to see that the fear of change is often overcome by understanding and shared experience.
Leaders, trailblazers, and collective experiences all play vital roles in guiding organizations through change. By drawing inspiration from the experiences of others, embracing psychological safety, and supporting transitions through liminal spaces, we can move from resistance to acceptance. Ultimately, change is not something to fear but something to embrace—an opportunity for growth, innovation, and shared success.
Suggested Reading: Kotter, J. P. (1996). *Leading Change*. Harvard Business Review Press.