The statistics are undeniable. According to research by Morneau Shepell 1, 40% of employees who have experienced organizational changes said it has negatively impacted their health and well-being, while 30% said these changes have affected their job performance.
People fear change and the unknown that it brings, and thus become resistant to them. When faced with the unknown, the human psyche tends to think of the worst case scenarios, such as worrying about job security or failing in the new environment. As such, there often tends to be a status quo bias (preference for keeping things the same), loss aversion (preference of avoiding loss being stronger than acquiring potential gains), and self-defense mechanism (taking changes personally).
From John Kotter’s “Leading Change”2 to a McKinsey survey3, it is estimated that 70% of organizational changes fail. Leaders who take these emotions to heart and genuinely care about their talent throughout the change process will be the ones who can make the successful transformation.