Why Change is Difficult and Necessary

1. 1
RESULTS: Change and the
Brain

2. 2
Implementing Change
Looks Rational
but . . .
► There are some underlying
neuropsychological forces
at work in human beings.
► Everybody resists change
at some level.
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3. 3
Why We Resist Change
 Change requires us to think rather than do
things on “autopilot” – and thinking is hard
 Change creates social threat – causing
negative emotions to be raised – making
thinking even more difficult
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4. 4
In the Human Brain
Social Threat = Physical
Threat
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5. 5
Impact on Thinking
 Negative correlation between threat activation
and resources for clear thinking.
 Less oxygen and glucose available to the brain.
 Diminished cognitive resources make it harder
to find good answers.
 Automatic defensive thinking and behaviors
surface.
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6. 6
Domains of Social Experience
Status – Importance/Pecking Order
Certainty – Predictability
Autonomy – Control over Environment
Relatedness - In or Out of Social Group
Fairness – All Things Equal
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7. 7
High
Performance
Brain
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8. 8
Your Brain
on Change
Limbic System HijackLimbic System Hijack
Limits Rational ThinkingLimits Rational Thinking
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9. 9
Neuropsychology - Lesson One
Active Listening:
 Disengages and quiets the
emotional part of brain
 Ensures an accurate
understanding
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10. 10
Neuropsychology - Lesson Two
Open Ended Questions:
 Activate the problem solving
part of the brain
 Help create new solution focused
mental maps.
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11. 11
Neuropsychology - Lesson Three
Assertive Direction:
 Focuses attentional density
and strengthens the
newly forming
mental map
 Helps ensure
execution occurs
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12. 12
Three Simple (But Not Easy) Steps:
1.Active Listening - to reduce emotion and get an
accurate perception of the others’ concerns
2. Open Ended Questions - to engage the problem
solving part of the brain and start to form a new mental
map
3. Assertive Direction - to strengthen the new map
ALL WHILE BEING SENSITIVE TO THE
OTHERS’ . . .
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13. 13
Domain of Social Experience
Status – Importance/Pecking Order
Certainty – Predictability
Autonomy – Control over Environment
Relatedness - In or Out of Social Group
Fairness – All Things Equal
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14. 14
UNDERSTANDING
CONCURRENCE
COMMITMENT
CONSCIOUS ACTION
CONFIRMATION
INTEGRATION
SUCCESS
OLD PATTERNS
Knowing what has to change
Agreeing that the change must happen
Accepting accountability for making change happen
Taking actions needed to effect the change
Buy-in from all involved
Implementing the changes
The Stages of Change

15. 15
Things to Remember in Managing Change
 Manage your own resistance to change
♦ BELIEFS – Reframe into a problem-solving approach
♦ BEHAVIORS - Manage feelings, yourself & others, to focus on problem-solving
♦ RESULTS – Getting the job done, vs., complaining about changes
 Help people understand that change has become the status quo
 Recognize FEAR is at the core of change resistance and that the
fear is a social threat, which equals physical threat in the human
brain
 Know the stages of change model and leverage it to reduce
resistance by using:
 ACTIVE LISTENING
 OPEN ENDED QUESTIONS
 ASSERTIVE DIRECTION
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