Getting people to change the way they work can often be challenging for thought leaders and senior management alike.

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.


It’s not just that people fear change, though they undoubtedly do. It’s also that they genuinely believe (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).