Why Do People Always Seem to Fall Behind to the Change Underway Around Them?

People often seem to fall behind change due to a complex mix of psychological, cultural, and systemic factors. At the heart of this is our inherent discomfort with uncertainty and ambiguity. Change disrupts familiar routines and calls into question deeply held beliefs and practices. Here’s a deeper exploration of why individuals and organizations struggle to keep up:

Cognitive Biases and Fixed Mindsets

Humans are wired to rely on cognitive shortcuts (biases) for quick decision-making. These shortcuts often favor stability and the status quo over new, unfamiliar territory. The status quo bias, for instance, leads people to prefer current conditions because they feel safer than the uncertainty that comes with change (Kahneman, 2011). Additionally, the confirmation bias prompts individuals to seek information that supports their pre-existing beliefs and ignore data that suggests the need for change.

A fixed mindset, as described by Carol Dweck (2006), can also contribute to resistance. When people believe that abilities, talents, and even intelligence are fixed, they are less likely to embrace change, viewing it as a threat to their competence rather than an opportunity for growth.

Emotional Responses to Change

Change triggers a range of emotional responses, from anxiety and fear to grief and loss. The concept of loss aversion suggests that individuals tend to focus more on what they stand to lose rather than what they might gain from change. For many, the potential losses—whether it be comfort, routine, or status—outweigh the perceived benefits of adapting.

Moreover, the Immunity to Change framework by Kegan and Lahey (2009) outlines how hidden, conflicting commitments can impede change. Even when people consciously desire change, subconscious commitments to protecting themselves from failure or embarrassment can create an “immunity” against the change process.

Cultural and Organizational Inertia

Organizational cultures and societal norms can create strong inertia against change. Within organizations, existing structures, processes, and power dynamics can make it difficult to pivot quickly in response to external changes. Edgar Schein (2010) emphasizes that corporate culture often resists change because it embodies a group’s accumulated learning, reflecting values that define its identity.

Similarly, on a societal level, cultural norms can perpetuate certain ways of thinking and behaving that may be outdated but are hard to shift. For example, traditional views on retirement can still influence perceptions around lifelong learning, hindering the adaptation needed for longer life expectancies.

Overload of Information and Pace of Change

The sheer volume and speed of change in today’s world, particularly due to technological advancements, contribute to feelings of being perpetually behind. This information overload creates a paradox where having too much information can hinder decision-making and adaptation. As Alvin Toffler suggested in Future Shock (1970), when the rate of change surpasses our capacity to adapt, we experience stress and a sense of being overwhelmed.

Short-Term Focus and Distraction

The modern focus on short-term goals and instant gratification often undermines the pursuit of long-term adaptation. Both individuals and organizations can become caught up in daily tasks and crises (“firefighting”), leaving little room for strategic thinking about future trends. This short-termism limits the ability to anticipate and prepare for ongoing changes.

How to Get Ahead of Change: A Growth-Oriented Approach

To move from being reactive to proactive in the face of change, individuals and organizations need to cultivate a growth mindset and build adaptive capacity. Here are a few strategies:

• Practice ‘Thinking Again’: As Adam Grant (2021) suggests in his book Think Again, it’s essential to adopt the habit of revisiting beliefs, assumptions, and routines regularly. This means becoming comfortable with “unlearning” outdated practices to make room for new ideas.
• Develop Emotional Agility: Susan David (2016) emphasizes the importance of acknowledging and understanding our emotions in response to change. By confronting our fears and anxieties, we can begin to navigate change more effectively and even use it as a springboard for growth.
• Promote a Learning Culture: Encourage an environment where questioning, exploring new ideas, and learning from failures are valued. This approach can be seen in Brad Stulberg’s (2023) Master of Change, where he discusses the concept of “rugged flexibility”—the capacity to maintain core values while being flexible with methods and practices.
• Leverage Psychometric Tools and AI: Tools like the REACH profile, AQai’s AQme assessment, and AI-driven analytics can provide insights into individual and team adaptability, helping leaders understand where resistance to change might stem from and how to address it.

A Nonobvious Perspective: Embracing ‘Change Fatigue’ as a Catalyst

Interestingly, the notion of “change fatigue” often seen as a negative response to continuous change, can be reframed as a catalyst for deeper transformation. This exhaustion can signal a need to reevaluate not just how we adapt, but also what we prioritize and value in a constantly shifting landscape. Could embracing this fatigue be the first step in redefining our relationship with change?

References

• David, S. (2016). Emotional Agility: Get Unstuck, Embrace Change, and Thrive in Work and Life. Avery.
• Dweck, C. S. (2006). Mindset: The New Psychology of Success. Random House.
• Grant, A. (2021). Think Again: The Power of Knowing What You Don’t Know. Viking.
• Kahneman, D. (2011). Thinking, Fast and Slow. Farrar, Straus and Giroux.
• Kegan, R., & Lahey, L. L. (2009). Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization. Harvard Business Press.
• Toffler, A. (1970). Future Shock. Random House.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Stulberg, B. (2023). Master of Change: How to Excel When Everything Is Changing – Including You.