Case Study: Training on the Neuroscience of Change Management
Client: A mid-sized tech company with 400 employees undergoing a major restructuring process.
The Challenge: The company faced significant resistance to change from employees as they transitioned to a new operational structure. Leaders struggled to align teams, morale was at an all-time low, and productivity dropped by 25%. Managers lacked the tools to effectively communicate and manage resistance during this period of rapid organizational shifts.
The Approach
To address these challenges, we designed and delivered a customized 3-hour training program titled “Neuroscience of Change Management: Building a Resilient Workforce” for 40 managers and team leads.
Frameworks Used:
SCARF Model
What It Is: A brain-based framework developed by David Rock that identifies five key domains that influence how people respond to social situations, including change. These domains are:
Status: A person’s sense of importance relative to others.
Certainty: The ability to predict the future.
Autonomy: A sense of control over events.
Relatedness: Feeling safe and connected to others.
Fairness: A perception that interactions and decisions are fair.
How It Was Applied:
Leaders were trained to identify which SCARF domains were being triggered negatively during the restructuring process. For example:
Certainty: Addressed by providing clear timelines and consistent updates.
Autonomy: Boosted by involving employees in decision-making when possible.
Bridges’ Transition Model
What It Is: A psychological framework that focuses on the emotional and mental transitions people experience during organizational change. It breaks down the process into three stages:
Ending, Losing, and Letting Go: People experience resistance and uncertainty as they let go of the old ways.
The Neutral Zone: The in-between stage where new processes aren’t fully in place, creating confusion and anxiety.
The New Beginning: Acceptance and engagement with the new direction.
How It Was Applied:
Leaders learned to acknowledge and validate employee emotions during the Ending stage.
Strategies for creating clarity and stability in the Neutral Zone were introduced, such as regular feedback loops and role clarity.
Managers were coached on how to reinforce progress and celebrate wins to encourage buy-in during the New Beginning stage.
These frameworks combined the psychological and neurological aspects of change, enabling leaders to address resistance, create trust, and foster engagement throughout the transition. They provided a structured, actionable way to approach change management, making the process smoother and more effective for both leaders and their teams.
Training Breakdown:
Session 1: Understanding Resistance to Change
Introduced the neuroscience of change and why the brain perceives change as a threat.
Participants mapped out team behaviors linked to resistance (e.g., disengagement, reduced collaboration).
Session 2: Creating a Brain-Friendly Change Environment
Used the SCARF Model to identify areas where employees felt uncertainty or loss of control.
Managers developed tailored strategies to address these triggers, such as clear communication plans and empowering team decision-making.
Session 3: Actionable Tools for Change Leadership
Participants created “Change Adoption Playbooks” with steps for leading their teams through transitions, including role clarity exercises, regular feedback loops, and progress celebrations.
The Outcome
The training program delivered measurable results within two months:
Improved Team Alignment: Employee surveys showed a 40% increase in perceived transparency and a 30% boost in alignment with the company’s new vision.
Enhanced Manager Effectiveness: Managers reported higher confidence in handling resistance, with a 50% improvement in their ability to facilitate change conversations.
Increased Productivity: Productivity levels recovered to pre-restructuring levels, with teams reporting higher engagement and morale.
This training highlighted the power of neuroscience-backed frameworks to manage change effectively. By addressing psychological resistance and equipping leaders with actionable tools, the company was able to turn a chaotic restructuring process into a period of renewed alignment and growth.
Interested in results like these for your organization?
