The Neuroscience of Psychological Safety - NeuroLeadership Institute

Change at Scale

Design an effective organizational change strategy
with the brain in mind.

Even when organizations make change a top priority, they often fail to achieve their desired outcomes. That’s because many change initiatives tend to disproportionately focus on communicating why the change is a priority without clearly outlining specific employee habits that correspond with the change and the systems that will support the change. The Priorities, Habits, and Systems (PHS) framework is designed to help organizations structure their change initiatives more efficiently by focusing attention on all three facets to ensure they’re aligned with one another.

Employee Perception of Change Efforts

It has been estimated that between 50% and 70% of change initiatives fail to achieve the desired goal, primarily because of employee resistance and lack of managerial support.

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2 Ewenstein, B., Smith, W., & Sologar, A. (2015, July 1). Changing change management. McKinsey & Company. https://www.mckinsey. com/featured-insights/leadership/changing-change-management

“We underestimate how challenging doing change work or growth work in an organization actually is, and it takes a tremendous amount of brain power to do it.”