“aggression”. Neuroscience explains to a large extent why human beings are often resistant to change.
In an excellent article published a few months ago by AWA (Advanced Workplace Associates), several elements of neuroscience research are highlighted.
It is explained, for example, that the brain is built for safety. A large proportion of the brain’s capacity is dedicated to operating the circulatory, nervous, respiratory, digestive, renal and endocrine systems of our body without us being aware of it.
To respond to any situation effectively, the brain compares what it knows about a situation and asks itself the question “have I experienced this before? ».
If the answer is positive, the brain predicts that the result will be the same as the other time and consumes less energy. If the answer is no, we need to create this as a new experience. Maintaining safety in unfamiliar conditions therefore consumes more energy.
The response to fear is more intense and more commonly experienced than the response related to recognition (because we are probably programmed for survival and therefore more alert to fear). This can therefore impact on our ability to collaborate, solve problems and make decisions.
As change is unnatural and generates a form of stress for the brain, it is important to accompany it with empathy, understanding and encouragement. The world of work is a perfect example.
Unfortunately, many companies miss these stages of change, mistakenly thinking that employees will adapt spontaneously. Experiences from around the world confirm that professional support can speed up the transition, reduce fears, increase collaboration and therefore the satisfaction of all parties.
It is to be hoped that the lessons learned from the pandemic and telework will enable market players to act in a consistent, pragmatic but professional manner.
Happy reading, have a good start to winter and see you soon.