Why Is Change So Hard? Exploring the Stubborn Behaviors That Resist Change

Change is one of the few constants in life, yet it remains notoriously difficult. From individuals trying to adopt healthier habits to organizations attempting to adapt to market shifts, many efforts to change fall flat. Why is that?

The answer often lies in the gap between what we say we want to change and what we do. On the surface, it may seem like a lack of willpower or resources. However, deeper challenges are usually at play—ones that are tied to ingrained behaviors and beliefs. Psychologists Robert Kegan and Lisa Lahey call this phenomenon “Immunity to Change.” Their research reveals that our resistance to change isn’t due to laziness or incompetence; rather, it’s a natural psychological defense that protects us from perceived risks.*

Let’s consider an individual example: a team leader wants to delegate more to free up time for strategic planning. Despite good intentions, they continue to micromanage. The behavior makes sense on the surface: they value quality control. But beneath that is often an unspoken fear, such as “If I let go, I might be seen as unessential or ineffective.” This hidden fear keeps the behavior in place, even when it creates stress and inefficiency.

On an organizational level, the stakes are even higher. Imagine a company that has committed to becoming more innovative to stay competitive. Leadership repeatedly invests in new technology and hosts brainstorming sessions, yet employee feedback reveals low engagement and a lack of trust in the process. Despite their stated commitment to innovation, the organization may have unspoken priorities, such as avoiding failure or maintaining traditional hierarchies, that undermine meaningful change.

Both scenarios highlight a common thread: adaptive challenges. These are issues that require changes in mindset, not just technical fixes. Solving these challenges demands understanding the hidden commitments and assumptions driving our resistance. Without this step, even the best strategies can fail to gain traction.

The good news? There’s a framework to help uncover and address these hidden dynamics. Kegan and Lahey’s Immunity to Change process offers a roadmap for identifying these underlying barriers and creating a path forward. If you’ve ever struggled to make a lasting change or wondered why organizational transformations so often stall, this framework can help shed light on those “sticky” challenges.

I’m hosting a webinar on February 5th to dive deeper into this concept and explore how the Immunity to Change model can help individuals and organizations tackle adaptive challenges effectively. Join me to learn more about this transformative approach and how it might unlock the changes you’ve been striving for.

Citations: *Kegan, R., & Lahey, L. L. (2009). Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization. Harvard Business Review Press.