Change is an inevitable part of business. Whether it’s shifting market demands, technological advancements, or restructuring for efficiency, companies must continuously evolve to stay competitive. Yet, despite knowing the importance of change, organizations often struggle with implementing it successfully. The common question is: why is change so hard for businesses?
The answer, according to Erika Andersen, lies in our human nature and the systems we’ve built around it. As Andersen notes in her Harvard Business Review article, “Change Is Hard. Here’s How to Make It Less Painful,” most people’s initial reaction to change is discomfort. “Blame our history as a species,” she explains. “Until the past few generations, most people’s lives stayed very much the same… Change, when it came, was generally an aberration and a danger.” This historical mindset lingers in modern organizations, where change is often met with skepticism, resistance, or anxiety.
However, change isn’t just hard because of human psychology—it’s also difficult because of the way businesses operate. Companies are built around established processes, relationships, and structures. These are often refined, cultivated and streamlined over time. The opposing forces of building on top of existing processes while also seeking efficiencies in their operation can lead to serious entrenchment. When a significant change is introduced, it can disrupt these systems, leading to confusion, inefficiencies, and even a loss of morale.
Why Do People Resist Change?
Understanding resistance is the first step toward overcoming it. Andersen identifies three key questions people ask when a change is proposed:
- What does this change mean to me?
- Why is it happening?
- What will the future look like post-change?
If these questions aren’t answered clearly, employees often get stuck in what Andersen calls the “difficult, costly, and weird” mindset. They perceive the change as something that will be too hard to execute, too costly in terms of time or resources, and too unfamiliar or alien to their existing work culture.
At Competitive Edge, we’ve seen how critical it is to address these questions, not only with transparency but also with empathy. Change management isn’t just about introducing a new system or strategy—it’s about helping individuals and teams shift their mindsets. This is where adaptability assessments like AQme, which leverage AQai’s ACE Model for measuring adaptability, can play a pivotal role.
Leveraging Assessments to Ease the Change Process
The adaptability quotient (AQ) measures an individual’s or organization’s ability to adapt to change. AQme assessments provide a structured way to evaluate the capacity for resilience, grit, and flexibility—traits that are essential when navigating transformation. By integrating AQ assessments into the change management process, leaders can get a clearer picture of who might struggle with the shift and who can be a change champion.
For instance, a company undergoing a digital transformation might find that certain teams or individuals excel at adapting to new technology, while others require more support. Having this data allows leaders to provide targeted training and resources, reducing the friction often associated with organizational changes.
Beyond adaptability, tools like DISC behavioral assessments and Motivators assessments can help identify how different personality types and motivational drivers influence employees’ reactions to change. DISC assessments, for example, can reveal whether an employee prefers stability and predictability (which might increase resistance to change) or thrives on innovation and new challenges (making them natural allies in a change initiative).
Shifting the Mindset from “Difficult, Costly, and Weird” to “Easy, Rewarding, and Normal”
Once leaders understand the psychological and structural barriers to change, they can take steps to make the transition easier. The goal is to help employees move from a mindset of fear and resistance to one of acceptance and engagement. As Andersen notes, people only begin to embrace change when they believe it can be “easy, rewarding, and normal.” Here’s how leaders can facilitate that shift:
Increase Understanding:
People resist what they don’t understand. Leaders must communicate the why, how, and what of the change clearly. A common mistake is delivering superficial messages like, “This will be great for the company!” without explaining the real reasons behind the decision. A better approach is to outline the specific challenges the company is facing and how the change will address them. As Andersen advises, leaders should craft a narrative that acknowledges the effort required and reassures employees about the support they will receive along the way.
Give Control:
One of the biggest drivers of resistance is the feeling of losing control. By giving employees some agency in the change process—whether it’s through feedback opportunities, flexible timelines, or training choices—leaders can reduce anxiety and increase buy-in. At Competitive Edge, we’ve found that when employees have a hand in shaping how the change will be implemented, they feel more invested in its success.
Provide Continuous Support:
Change is a journey, not a one-time event. Employees need ongoing support to adjust to new systems or processes. This includes providing the right training, tools, and mentorship. Leaders should also recognize that not everyone moves through the change arc at the same pace. Some individuals might need more time to process the change, and that’s okay. Listening to concerns and addressing them empathetically is key to maintaining morale during times of transition.
Focus on Adaptability Development:
Finally, developing adaptability as a core competency is essential. Through tools like the AQme assessment, businesses can identify adaptability gaps and provide targeted development to help employees become more comfortable with change. The ACE Model focuses on three dimensions of adaptability—Ability, Character, and Environment—which are each comprised of five sub-dimensions that together provide a comprehensive roadmap to understanding how individuals and teams handle change. By using these insights, leaders can better tailor their support and resources to meet the needs of their workforce.
Conclusion: Building a Change-Ready Culture
Change will never be easy, but it doesn’t have to be overwhelming. By addressing the psychological barriers to change, using assessment tools to gain insights into adaptability, and providing clear communication and support, leaders can help their organizations navigate transitions with confidence.
At Competitive Edge, we believe that fostering adaptability is key to both individual and organizational success. By developing the skills and mindset needed to embrace change, companies can not only survive but thrive in today’s fast-paced business environment. The tools are there—it’s up to leaders to leverage them effectively.