people to change the way they work can often be challenging for thought leaders
Buy‐in is critical to making organisational change happen, especially when you’re building support for a new technology initiative. But it’s not always easy to get everyone on board.
In this article we will discuss the reasons people resist change – and how to use neuroscience to your advantage.
just that people fear change, though they undoubtedly do. It’s also that they
(often on an unconscious level) that when you’ve been doing something a
particular way for some
time, it must be a good
way to do things. And the longer you’ve been
doing it that way,
the better it is.
So, change isn’t simply about embracing something unknown — it’s about giving up something old (and therefore good) for something new (and therefore not good).