Why “People Fear Change” Is Incorrect

By: Hannah Pniewski

One of the most common sayings in business and leadership circles is that “people don’t like change.” Leaders often point to this notion to explain resistance to new initiatives, processes, or technology. But is this statement entirely true? Evidence suggests that it’s not change itself that people fear – it’s the potential for failure, or losing something they already have. When we dig deeper, we find that people often embrace change when it aligns with their goals, provides value, or enhances their experience. What they truly resist is the risk of falling short and losing anything they have worked hard for.

People Do Embrace Change – When the Conditions Are Right

Contrary to the myth that people universally dislike change, research suggests that under the right conditions, humans actually thrive on it. A study conducted by McKinsey found that approximately 70% of large-scale change efforts fail due to poor management and lack of support rather than resistance from employees. People are more likely to welcome change when they understand its purpose, feel adequately supported, and see how it can benefit their work and lives.  This suggests that resistance to change is more about uncertainty and fear of the unknown than change itself.

Imagine this: You’ve been working in a cubicle for a year, trying desperately to get management to notice you. When performance reviews come around, you get the recognition you deserve and a promotion. You’re partnered with a great new supervisor who is supportive and excited for you to join their team. And best of all: you get a brand new corner office. Are you going to resist this change? Absolutely not! Time to pack up that cubicle and enjoy your floor to ceiling windows!

Change in Daily Life: We Do It All the Time

We embrace change all the time in our personal lives, especially when it offers a clear improvement. Consider the rapid adoption of smartphones and streaming services like Netflix. Both represent dramatic shifts in how we communicate and consume media, yet people have flocked to them in droves. In fact, a 2021 study found that 89% of adults in the U.S. owned a smartphone, compared to just 35% in 2011 . This massive shift shows that people are not inherently averse to change—especially when it offers clear benefits.

Now, have those phones also led to a myriad of other issues including increased anxiety, an addiction to staying connected and kids with a poor ability to regulate themselves if they aren’t plopped in front of an Ipad? Yes, but we’ve learned that these little devices need management and discernment, and so we make changes. We reduce the number of notifications we get. We don’t look at our phones after 9pm at night. We make sure our kids play outside more than they play video games or watch tv. And we embrace these changes because we know they are good for us and ultimately make us happier.

The Real Issue: Fear of Failure

The discomfort people feel often stems from a fear of failure in a new context. Change, especially in a professional setting, can expose gaps in knowledge, skills, or resources. It’s not that people don’t want to change; it’s that they don’t want to fail at adapting to it. This fear is well-documented in psychological research. A study published in Harvard Business Review found that 54% of respondents cited fear of failure as the primary reason for avoiding new initiatives or changes in their work. 

Let’s return to our you-got-a-promotion example we mentioned earlier. Let’s say you didn’t get paired with a wonderful new supervisor. Imagine this new supervisor is notoriously vulgar, impatient and expects more than anyone on the team can give. You might hesitate to take that promotion, wouldn’t you? A new corner office isn’t worth it if it comes with a loss of peace, support and psychological safety. And even more strongly, since this new boss is hard to please, you’ll be terrified of letting them down. Your fear of failing will shoot through the roof and make you cling to that little gray cubicle for dear life. 

Neuroscience: Why the Brain Fears Failure More Than Change

From a neurological perspective, fear of failure is deeply embedded in human psychology. The brain processes failure as a threat, activating the same fight-or-flight response that is triggered by physical danger. Neuroscientific research has shown that the brain tends to overestimate the risk of failure and underrate the rewards of success in uncertain situations. This means that the discomfort people associate with change is often a reaction to the perceived risk of failure, not the change itself.

Organizational Change: Fostering Success, Not Fear

To combat this fear, leaders need to shift the conversation. Instead of focusing on change as something people must “accept,” the emphasis should be on equipping employees with the tools and confidence to succeed in the new environment. Research shows that when employees feel prepared and empowered, they are more likely to embrace change. A 2018 study from Prosci found that organizations with a structured approach to change management had a 94% higher success rate in change initiatives. 

Leaders can support their teams by:

1. Clarifying the Vision. Communicate why the change is happening and how it benefits the organization and its people.

2. Offering Training and Resources: Ensure that employees feel equipped to succeed in the new system or environment.

3. Building Psychological Safety: Create a culture where it’s okay to make mistakes and learn from them, reducing the fear of failure.

Conclusion: People Don’t Fear Change—They Fear Failing and Loss

The idea that people don’t like change is a myth that oversimplifies human behavior. What people truly resist is the possibility of failure and loss that comes with unfamiliar territory. By shifting the focus from change management to failure management, leaders can foster an environment where people feel supported and empowered to succeed, no matter the circumstances. 

In reality, people are quite capable of adapting to and even thriving in new environments—when they feel prepared to succeed.

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Sources:

1. McKinsey & Company, *Why Do Most Change Efforts Fail?* [link](https://www.mckinsey.com)

2. Pew Research Center, *Smartphone Ownership Over Time* [link](https://www.pewresearch.org)

3. Harvard Business Review, *The Real Reason People Resist Change* [link](https://hbr.org)

4. Prosci, *The Effectiveness of Change Management* [link](https://www.prosci.com)

5. *Journal of Neuroscience*, *Neural Responses to Risk and Reward* [link](https://www.jneurosci.org)