How Neuroscience Applications Make Difficult Change Simple


Not all change is created equal. Even when people are highly motivated and open to needed changes, some changes are inherently more difficult to acquire and sustain. Furthermore, people can sometimes resist change both internally and externally in ways that block coaching, team performances, and change management efforts from reaching desired outcomes. Neuroscience demystifies many of the invisible obstacles associated with difficult change. Thanks to new science findings we can support people in a clear and powerful way through some of the most difficult change challenges along the way.

This short article series is designed to (hopefully) start you on a journey of discovery. It focuses on the fundamentals of neuroscience applications, specifically for making difficult change simple. It's an invitation to discuss the most cutting-edge answers to questions like:

  • Why are some changes really hard for us to adopt and sustain, even when we are motivated and have total buy-in?

  • How can we get people who do not want to change to experience a transformation that will make them open to needed changes?

  • How can we consistently and successfully overcome both internal and external resistance to change?

  • What does it take to make change sustainable?

  • What are the unique features of team-dynamics that make change difficult and how can we overcome them to optimize team performances?

  • What are the specific challenges and obstacles of change at scale and how can we design change efforts to impact change acquisition on the individual level with small daily tasks that are integrated into people's daily routines?

Answering these questions may mean that we will have to start looking at difficult and non-difficult changes as two different types of changes. It may also mean that the two types of change may require different approaches and principles. However, it does not mean we stop depending on highly effective traditional approaches and principles to change facilitation. Perhaps the best way to look at difficult change strategies is to see them as add-ons. These are principles and steps you'll need to take in addition to effective communication, transparency, and other traditional change facilitation foundations, so that you can support more difficult changes, ones which traditional change models can't fully achieve.

There are 3 critical components that you need to successfully manage to make difficult change simple: