Why Transformation Fails: It’s Not the Change, It’s Their Attitude About it
Why Transformation Fails: It’s Not the Change, It’s Their Attitude About it
The Wisdom of Jack Sparrow
Captain Jack Sparrow famously quipped, "The problem is not your problem. Your problem is your attitude about the problem." This insight speaks directly to why transformation projects fail.
Change itself isn’t the issue—it’s the attitude individuals bring to it. Employees resist transformation not because it’s inherently bad, but because their internal reactions to change create fear, discomfort, and defensiveness. Addressing these attitudes is the key to making transformation stick.
Change Is Neutral, Attitudes Are Not
Transformation is an external event, but resistance comes from within. People don’t inherently dislike change; they resist the sensations and emotions that arise when change challenges their sense of security and predictability. Unless organisations address these internal responses, no amount of strategic planning or policy changes can overcome resistance.
Why Transformation Resistance Persists
There are a number of reasons why staff continue to resist change. These include:
Fear of the Unknown: Change provokes anxiety because it introduces uncertainty. People cling to the familiar, even if it’s flawed, because it feels safer.
Attachment to Comfort: There is status in the status quo. And it offers predictability and routine. Letting go of this comfort is unsettling.
Internal Narratives: People create stories about change, often casting it as a threat or a loss, which amplifies their resistance.
How to Shift Attitudes About Transformation
To overcome resistance, leaders must help employees change their attitude toward change itself. This requires tools and frameworks that address the root causes of resistance, including:
Recognising Internal Stories: Help individuals identify the narratives they tell themselves about change. For example, “This new system will make my job harder” or “Management doesn’t care about us.”
But don’t make their stories wrong - from their position they are not. A better approach is to deactivate the story so it is no longer an issue.Observing Reactive Sensations: Give employees the skills to notice the sensations that arise when they think about change, such as tension, unease, or frustration. By observing these sensations without reacting, they can reduce their power.
Creating a Supportive Environment: Leaders must model openness and positivity toward change, setting an example for their teams.
The Role of Mindset Mastery in Addressing Attitudes
The Mindset Mastery methodology directly addresses the internal drivers of resistance by teaching individuals to:
Recognise the sensory input that signals resistance.
Observe their bodily reactions and narratives about change.
Engage with change consciously and proactively.
By gaining awareness to how individuals are reacting to the stimulus of change, employees can deactivate what is holding them back from being part of the new future. By understanding how they react they can become active participants in transformation rather than obstacles to it.
Putting this into action.
If your transformation projects are struggling, the problem may not be the change itself—it may be the attitudes surrounding it. The Mindset Mastery methodology equips your team to address these attitudes, fostering clarity, confidence, and collaboration. Let’s discuss how I can help your organisation navigate change effectively.
