Change can be difficult. When new technologies, ideas, or ways of doing things are introduced, they inevitably disrupt the status quo. This disruption can make people uncomfortable, anxious, and even hostile to change. There are several key reasons why people often react this way:
1. Fear of the unknown
Human beings inherently fear the unknown. New innovations represent a departure from the familiar and predictable, which activates our brains' threat detection systems. We are wired to prefer certainty and routines. Venturing into the unfamiliar activates our "fight or flight" stress response, making us uneasy about embracing change[1]. For example, when calculators were first introduced into classrooms in the 1970s, many teachers and parents worried it would hinder students' mathematical abilities. The unknown implications of this new technology provoked anxiety[2]. 2. Concerns about competence New innovations often require new skills. This can make people feel inadequate and insecure about their own abilities. When tractors began replacing horses for plowing fields in the early 20th century, many farmers worried about their ability to learn this new technology. It represented a steep learning curve that challenged their confidence in their farming competence[3]. Similarly, some writers today express doubts about their creativity in the face of AI-generated text. The fear is that these new tools will highlight their deficiencies. 3. Disruption of status and identity People often internalize current norms, values, and ways of doing things into their sense of identity. New innovations can feel like a threat to the social order that gives them status and a sense of belonging. For instance, the introduction of photography as an art form in the late 1800s was initially rejected by many painters, who saw it as a threat to the tradition of fine art[4]. Photographers were viewed as upstarts disrupting the status quo. Today, some artists have expressed hostility toward AI art-generation systems, seeing them as undermining human creativity. Their identity is closely tied to traditional notions of art. 4. Concerns about ethics and control New innovations can raise concerns related to ethics, privacy, and human control. For example, facial recognition technology has sparked debates about privacy violations. Autonomous weapons provoke unease about ceding lethal decision-making to machines[5]. The rise of generative AI has provoked discussions about copyright, originality, and plagiarism. There are concerns that human creativity could be marginalized in favor of machine-produced content[6]. 5. Displacement and job insecurity New technologies often make certain jobs obsolete. This can profoundly threaten people's livelihood and produce fear of being displaced. When automobile production scaled up in the early 1900s, carriage drivers, stable owners, and blacksmiths who shoed horses faced huge job losses. Their skills were made redundant overnight. Today, radiologists, lawyers, writers, and other professionals express concerns about being displaced by AI. Job loss is a huge driver of fear and mistrust of new technologies. 6. Loss of community and relationships Innovations that disrupt traditional ways of working can also dismantle communities and working relationships that people rely on for companionship and support. For instance, the growth of online shopping has jeopardized many brick-and-mortar stores. While convenient for consumers, this can isolate workers who previously enjoyed neighborly relationships with regular customers. When technologies replace human roles, the loss of communal bonds and face-to-face interactions can lead to loneliness. This fuels resistance to technological changes. 7. Prior bad experiences If people have been burned by changes gone wrong in the past, they are likely to be more fearful and skeptical of further change. For example, the failure of Google Glass to gain traction made many people distrustful of the long-term viability of virtual reality and augmented reality technologies. Bad experiences breed caution about future innovations. 8. Lack of psychological safety Change is smoother when people feel they have a voice in the process, that their concerns are listened to, and they won't be punished for expressing doubts. When psychological safety is lacking, fear and resistance rise.
Leaders who steamroll change without addressing employees' worries will face backlash. Psychological safety is critical for overcoming fear of change.
In summary, fear of change often stems from deeply rooted human psychological tendencies - the preference for certainty, vulnerability about competence, fear of displacement, and wariness about ceding control over identity, status, and livelihoods. However, with empathetic leadership and psychological safety, people can overcome these fears and embrace change as an opportunity for growth. Embracing Change While fear of change may be inevitable, there are also ways to help people become more receptive to change: 1. Communicate the "why" Clearly explaining the rationale for a change helps people see the purpose behind it. Understanding the goals and benefits makes change feel less arbitrary and more meaningful. 2. Involve people early When people are involved in the change process from the start, they feel a sense of agency rather than just being passive recipients of change. Early involvement defuses fear. 3. Take concerns seriously Creating opportunities for people to voice doubts and ask questions without judgement demonstrates that their concerns are respected. This builds psychological safety. 4. Paint a positive vision Illustrating how change will lead to a better future helps counterbalance fears about loss. An inspiring vision motivates people. 5. Provide training and support Giving people the skills and resources to navigate change helps build confidence. Training and coaching ease anxiety about competence. 6. Define new roles If a change involves displacement, clearly defining new roles eases uncertainty about identity and community belonging. 7. Reward embracing change Creating incentives and positive reinforcement for those who actively support change fosters engagement and excitement. 8. Start small Introducing change gradually allows people to adjust at their own pace. Small pilots avoid overwhelming people. 9. Learn from missteps Discussing openly what went wrong if a change is botched helps people feel it's safe to take risks. It builds resilience. 10. Model the change When leaders embrace change themselves first, it demonstrates that the risks and learning curve are manageable. With empathy, patience and care, we can help individuals overcome the inherent human wariness of change. Progress requires venturing into the unknown, but it does not need to come at the expense of psychological safety and community. By illuminating the purpose behind change and creating an encouraging environment, we can take people's fears seriously while also moving boldly forward. The most meaningful advances always balance innovation with inclusion. References [1] LeDoux, J. E. (2012). Rethinking the emotional brain. Neuron, 73(4), 653-676. [2] Trouche, L., & Drijvers, P. (2010). Handheld technology: flashback into the future. ZDM, 42(7), 667-681. [3] Olmstead, A. L., & Rhode, P. W. (2001). Reshaping the landscape: the impact and diffusion of the tractor in American agriculture, 1910–1960. The Journal of Economic History, 61(3), 663-698. [4] Rosenblum, N. (1984). Photographers and their photographs: episodes in the history of photography. History of Photography, 8(3), 195-207. [5] Purves, D., Jenkins, R., & Strawser, B. J. (2015). Autonomous machines, moral judgment, and acting for the right reasons. Ethical Theory and Moral Practice, 18(4), 851-872. [6] Flower, N. (2022). The art of AI: copyright and creativity in an era of intelligent machines. Law, Innovation and Technology, 14(1), 1-33. Mom, G. (2015). Atlantic automobilism: emergence and persistence of the car, 1895-1940. Berghahn Books. Einav, L., Klenow, P., Klopack, B., Levin, J., Levin, L., & Best, W. (2022). Assessing the Gains from E-Commerce. National Bureau of Economic Research Working Paper Series, (No. 29914). Kim, J., & Shin, D. H. (2015). An acceptance model for smart watches: implications for the adoption of future wearable technology. Internet Research, 25(4), 527-541. Frahm, J., & Brown, K. (2007). First steps: linking change communication to change receptivity. Journal of Organizational Change Management, 20(3), 370-387. Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for organizational change. Human relations, 46(6), 681-703. Citations: [1] https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3055445/ [2] https://www.uopeople.edu/blog/why-you-have-fear-of-change-all-the-ways-to-overcome-it/ [3] https://www.mindtools.com/amgqesi/coping-with-change [4] https://www.6seconds.org/2020/08/26/fear-change/ [5] https://www.apa.org/news/press/releases/2015/10/fear-based-appeals [6] https://www.nytimes.com/2017/10/26/well/live/fear-anxiety-therapy.html
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