Managing Change: How to Leverage Biases to Boost Transformation Outcomes
Change is inevitable — often triggered by forces well beyond our control.
Think about the past few years: COVID-19, the Russia-Ukraine conflict, rising interest rates. Each of these events created ripples that demanded rapid organisational change, no matter how prepared we felt.
The reality is, managing change isn’t just about operational shifts. It’s about managing people’s mindsets — and that’s where biases play a powerful, often overlooked role.
Why Change Feels Harder Than It Should
Shifts in direction require effort. They disrupt routines, challenge assumptions, and force us to think and act differently — even if we’re not the ones making the decisions.
On paper, change often looks logical. Review performance. Identify gaps. Implement improvements.
But in practice, human psychology gets in the way.
Research shows that people tend to default to a negative bias when confronted with change. For instance:
A high-performing team member who experiences a dip is often seen as “declining” rather than experiencing natural variability.
An average performer showing improvement is sometimes dismissed as “lucky.”
This bias toward viewing shifts negatively impacts how people respond to — and engage with — change initiatives.
In short:
It’s not just the change that’s hard. It’s how we think about change that makes it harder.
The Power of Positive Framing in Change Management
Interestingly, studies from the University of Chicago have found that neutralising negative bias can dramatically improve change outcomes.
In one experiment, researchers simply told participants that “most people who choose to change succeed.”
The result?
Participants were more likely to focus on the positive outcomes of change, instead of fearing the worst.
The takeaway is simple but powerful:
How you frame change matters.
If leaders champion an optimistic — yet realistic — view of change, they can shift the narrative from fear to opportunity, significantly improving engagement, momentum, and success rates.
Practical Ways to Leverage Positive Bias in Change
If you’re leading a transformation project, restructuring a service, or entering a new financial year, here’s how you can harness bias to drive better outcomes:
Set a Positive Default: Frame change as an opportunity for growth, innovation, or improved impact — not as a necessary evil.
Highlight Early Wins: Celebrate small successes early and often to reinforce the belief that change leads to positive outcomes.
Tell Positive Stories: Share examples — inside or outside your organisation — where change led to thriving results, not just survival.
Acknowledge the Discomfort: Being positive doesn’t mean ignoring fears. Recognise that change is hard, but pair it with confidence in people’s ability to adapt and succeed.
Why This Matters for Leaders Driving Transformation
Understanding and managing cognitive biases isn’t a soft skill — it’s a strategic advantage.
In times of turbulence, leaders who can shape mindsets as well as strategies will be the ones who steer their organisations to success.
Managing change isn’t just about plans, checklists, or frameworks.
It’s about understanding the human side of transformation — and leading with both clarity and optimism.
Because at the end of the day, people don’t resist change. They resist change they believe will fail.
Our role as leaders is to help them see — and believe in — a future worth striving for
Leading a change initiative?
I work with organisations to design change strategies that drive results by aligning operations, mindsets, and mission. Contact me to learn more.
