From the course: Managing Organizational Change for Managers

The human brain on change

From the course: Managing Organizational Change for Managers

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The human brain on change

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- If the last video helped you understand how people respond to change due to power struggles, anxiety, or need for control, this one helps you understand why all of that happens and it starts in the brain. Our brains are wired for survival and anything that feels uncertain or unpredictable gets flagged as a potential threat. It's called the threat response, and it's rooted in the oldest part of our brain, the amygdala. That part of your brain doesn't distinguish between a career shift or a charging bear. It just knows something's happening, and I don't know what it means yet. And when change hits, especially unexpected or poorly explained change, the brain releases stress hormones like cortisol and adrenaline. These chemicals narrow our focus, heighten our emotions, and promise for fight, flight, or freeze. That's why people might get defensive in a meeting or shut down or start reacting out of proportion. Their body is just doing what it was designed to do, protect them from the unknown. So what can you do as a leader beyond offering clarity and choice things we talked about in the last video? You can help people shift out of threat mode by engaging their social and emotional safety systems. Here's a few practical ways to do that. One, regulate your own presence. Your team is taking their cues from you. If your tone is rushed or clipped or reactive even unintentionally, it can send the signal that things aren't safe. You might say something like, let's slow this down and make space for questions. We don't have to rush this. We're going to walk through it together. When you show up with calm, grounded energy, it helps co-regulate the group. Build rhythm and routine. When change feels chaotic, even small routines help restore a sense of stability. Consistent meeting check-ins or regular updates, even predictable rituals like a Monday morning huddle, help reduce the brain's cognitive load. You might say something like, every Friday I'll share a short update, even if there's nothing major to report. That way, we're all tracking together. Three, invite people to tell their story. Storytelling helps people process uncertainty. When someone can narrate their own experience of the change, even if it's messy, it reengages the prefrontal cortex and helps them regain perspective. You might say, what's this been like for you so far? What's felt clear and what's been confusing? It's not about solving everything in that moment. It's about helping people feel heard. Four, recognize effort, not just outcomes. A little praise goes a long way, especially during change. Recognition triggers dopamine. One of the brains feel good chemicals. And when people feel seen, they're more likely to stay engaged. You might say, I noticed how you stayed open in that tough conversation. That takes real leadership. Change isn't just a strategy problem, it's a neurobiology challenge, and your ability to lead through it isn't just about what you say. It's about how people feel in your presence. Lead with intention, regulate yourself and remember, your calm is contagious. So when people react to change, don't rush to judgment. Tune in, slow down, and remember, their brain is just doing its job. Now it's time for you to do yours.

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