We weten allemaal dat verandering moeilijk is. Of het nu gaat om een nieuwe werkwijze, software-adoptie of een complete cultuurverandering, te vaak blijft het bij goede intenties en weinig resultaat. Maar waarom?

De harde waarheid: verandering mislukt meestal niet door gebrek aan motivatie, maar do...

Verandering implementeren in een organisatie is vaak een uitdaging. Je introduceert een nieuwe tool of werkwijze, organiseert trainingen, communiceert helder… en toch blijft de adoptie achter. Medewerkers vallen terug op oude gewoontes, vermijden de nieuwe workflow en de verandering stagneert.

W...

Over the years, we've worked extensively with Rick Maurer’s three levels of resistance:

1. “I Don’t Get It” – Cognitive resistance, where people struggle to understand the change.

2. “I Don’t Like It” – Emotional resistance, driven by fear, anxiety, or frustration.

3. “I Don’t Like You” – T...

Why do so many organizations attempt change, but so few succeed? 

We’ve all heard the corporate promises: “We are a change-driven organization!” or “People are at the heart of our transformation!”, yet many initiatives fail somewhere between intention and reality.

Organizational change often do...

Rolling out a new IT system isn’t the finish line, it’s the starting point. Too often, companies invest millions in new software, complete the technical implementation, and call it a success. Fast-forward a year, and what happens? Low usage, frustrated employees, workarounds, and eventually… a quiet...

 Self-control is often seen as the key to success. Whether it's healthy habits, sustainable behavior, or productivity improvements, the underlying assumption is that discipline and willpower are necessary to achieve long-term goals. But what if this classic approach is incomplete?

The study ‘Pleas...

Yesterday, I came across this quote by Lao Tzu: “Time is a created thing. To say ‘I don’t have time’ is like saying ‘I don’t want to’.” 

Many busy people will strongly disagree, claiming they genuinely don’t have time. While that might sometimes be true, often it boils down to a lack of priority...

 Have you ever invited someone you don’t particularly like to a party just because they invited you to theirs a few months earlier? That’s human nature. It’s the psychological principle of reciprocity at work—we feel compelled to return a favor.

Reciprocity is about balancing the scales: when someo...

What you create or invest effort in, you value more than what others create.

This is the IKEA Effect, named after the Swedish furniture retailer. Many people think IKEA is successful because of its affordability, but that’s just one part of its value proposition. The other important aspect is al...

We prefer what feels familiar. When confronted with something new or unfamiliar, we often rely on what we already know. This is the mere exposure effect at work—a psychological phenomenon first introduced by Robert Zajonc in 1968. It’s an essential concept in behavioral psychology and plays a sign...

Once you take the first step, the next one becomes easier. Humans have an ingrained desire to act consistently with past actions. When we make a decision, we convince ourselves it was the right choice. This is the essence of commitment and consistency.

These principles create personal or social pre...

Psychological inertia often manifests in organizational change as resistance to action or a tendency to maintain the status quo unless driven by a strong psychological motive. While similar to status quo bias, psychological inertia differs as it actively suppresses action, driven largely by fear,...