Are You Ready to Change? Really?
Jerry Abrams
Founder and President, Stratalyst.ai - Maximize the Value of Your People, Processes, Products, and Services
8 Keys to Change Readiness – A Holistic 360 View
We are in a unique period of change, extensive in the breadth and depth of the impact across all Sectors, Industries, Organizations, and Individuals. Changes that will force the reconsideration not only of work, who or what performs the work, but even more dramatically, reconsideration of what it is to be a human.
The changes this time are different!
It is often said of change that an extreme difference in quantity is, in fact, a difference in quality. But what is it, what can we say when, yes, the magnitude in the quantity of change is extreme, but the magnitude of difference in quality is already extreme too?
Given the current moment, it is more important than ever to understand an individual’s, a team of individual’s, and an organization’s collective propensity to change.
Change is a constant in today’s workplace. Whether it’s adopting new technology, shifting team structures, or responding to external challenges, the ability to adapt and thrive is essential for both individuals and organizations. But what makes some people more ready and able to embrace change than others? Recent research and practical experience show that “propensity to change” is multidimensional—a combination of psychological, behavioral, and social factors that together determine our readiness and capacity to change.
This article is designed to help individuals, leaders, and organizations understand and begin to develop these critical components. Here’s what the science of personal change says about each dimension, and why they matter for success.
1. Mental Agility (Cognitive Flexibility)
What it is: Cognitive flexibility is your ability to quickly adjust your thinking and approach when things change at work. It’s about being able to shift gears, juggle multiple tasks, and come up with new solutions when faced with unexpected challenges. People with strong mental agility can handle surprises, switch priorities smoothly, and see problems from different perspectives
Why it matters: Cognitive flexibility enables individuals and teams to navigate uncertainty, innovate, and respond quickly to new challenges. In fast-changing environments, it’s a key driver of resilience and creative problem-solving, helping organizations stay competitive and individuals remain effective.
Self-Reflection Questions:
When faced with a new problem, do I consider multiple possible solutions before acting?
How comfortable am I with changing my approach when something isn’t working?
Do I seek out new perspectives or ideas, especially when I feel stuck?
Leverage Strengths:
Facilitate brainstorming sessions or creative problem-solving in your team.
Take on projects that require innovative thinking.
Address Needs:
Practice “reframing” challenges by intentionally seeking alternative solutions.
Regularly expose yourself to new fields or disciplines to broaden your thinking.
2. Self-Efficacy
What it is: Self-efficacy is your confidence in your ability to tackle new tasks and overcome challenges at work. It’s about believing you can learn new skills, adapt to changes, and achieve your goals—even when things get tough. Employees with strong self-efficacy are more likely to take initiative, persist through setbacks, and stay motivated, making them valuable contributors to any team or organization
Why it matters: Self-efficacy is a robust predictor of positive change outcomes and resilience. People who believe in their capacity to adapt are more likely to embrace new roles, persist through setbacks, and support change initiatives—crucial for successful organizational transformation.
Self-Reflection Questions:
Do I believe I can handle unexpected challenges at work or in life?
When I succeed, do I attribute it to my own effort and skills?
How do I react when I encounter setbacks?
Leverage Strengths:
Mentor others by sharing strategies for overcoming obstacles.
Set ambitious goals, knowing you have the confidence to pursue them.
Address Needs:
Break large tasks into smaller, manageable steps to build confidence through small wins.
Reflect on past successes and what you did to achieve them.
3. Motivation for Change
What it is: Motivation for change is the drive—whether from within yourself or from outside influences—that pushes you to try something new or improve how you do things. In a business context, it’s what gets you excited about learning a new system, taking on a new role, or striving for better results. Motivated employees are more likely to embrace change, work toward goals, and help move the organization forward
Why it matters: Motivation is the engine of change. Employees and leaders who are motivated are more likely to take initiative, persist through difficulties, and inspire others—making motivation a cornerstone of effective change management and personal growth.
Self-Reflection Questions:
What excites me about the possibility of change?
How do I stay motivated when working toward long-term goals?
Do I seek out opportunities for growth or improvement?
Leverage Strengths:
Take initiative in driving change projects or learning new skills.
Inspire others by sharing your enthusiasm for growth.
Address Needs:
Connect changes to your personal values and long-term aspirations.
Set clear, meaningful goals and celebrate progress.
4. Early Behavior Change
What it is: Early behavior change is about taking those first steps toward a new habit or way of working. It’s the small wins—like trying out a new workflow, adopting a new tool, or making progress on a goal—that show you’re moving in the right direction. Recognizing and celebrating these early changes helps build momentum and confidence, making it easier to stick with bigger changes over time
Why it matters: Early wins build momentum and confidence. They demonstrate that change is possible, encourage continued effort, and provide evidence to others that change initiatives can succeed. Recognizing and celebrating early behavior change is vital for sustaining long-term transformation.
Self-Reflection Questions:
Have I recently tried out a new habit or routine? What happened?
What small changes have I made that I feel proud of?
How do I respond to early setbacks—do I adjust or give up?
Leverage Strengths:
Use your early successes as proof points to encourage others.
Build on initial changes by setting progressively larger goals.
Address Needs:
Focus on making one small, achievable change at a time.
Track your progress and reflect on what helps you stick with new behaviors.
5. Values-Action Alignment (Cognitive Dissonance)
What it is: Cognitive dissonance awareness is noticing when what you do doesn’t match what you believe or value. In a business setting, this might happen if you value honesty but feel pressured to withhold information from your team. Recognizing these moments of inner conflict is important because it can motivate you to make changes—either by adjusting your actions or re-examining your beliefs.
Why it matters: Recognizing cognitive dissonance is a powerful catalyst for growth. When people notice a gap between their values and actions, they are more likely to take steps to resolve it—either by changing their attitudes or their behavior. This self-awareness is key to authentic, sustainable change.
Self-Reflection Questions:
Do I notice when my actions don’t match my values or beliefs?
How do I feel when I recognize a contradiction in my thoughts or behaviors?
Am I willing to change my behavior when I become aware of such inconsistencies?
Leverage Strengths:
Use your awareness to align actions with values, setting an example for others.
Facilitate open discussions about values and behaviors in your team.
Address Needs:
Regularly reflect on your decisions and actions for alignment with your values.
When you notice dissonance, explore the reasons and consider what changes could bring greater alignment.
6. Social Support
What it is: Social support at work means knowing you have colleagues, managers, or friends who will listen, offer advice, and help you out when you’re facing challenges or changes. It’s about feeling part of a team that cares about your success and well-being. Strong social support makes it easier to handle stress, adapt to new situations, and stay engaged at work
Why it matters: Social support is a critical buffer against stress and resistance to change. Employees who feel supported by their organization and peers are more likely to embrace change, show commitment, and help others adapt. Support networks are especially important during major transitions or uncertainty.
Self-Reflection Questions:
Who do I turn to for advice or encouragement when facing change?
Do I feel supported by my colleagues, friends, or family?
How comfortable am I asking for help when I need it?
Leverage Strengths:
Offer support to others going through change.
Strengthen your network by maintaining regular, positive contact.
Address Needs:
Identify gaps in your support network and seek to build new connections.
Practice reaching out and asking for help, even in small ways.
7. Social Norms Awareness
What it is: Social norms awareness is understanding the unwritten rules and expectations in your workplace—like how people communicate, make decisions, or handle disagreements. Being tuned in to these norms helps you fit in, work well with others, and avoid misunderstandings. It’s especially important during times of change, when knowing what’s expected can help you and your team adjust smoothly.
Why it matters: Awareness of social norms helps individuals and leaders anticipate resistance, facilitate smoother transitions, and maintain group cohesion. It’s especially important in multicultural or rapidly changing workplaces, where understanding norms can make or break change initiatives.
Self-Reflection Questions:
Am I aware of the unwritten rules or expectations in my organization or community?
How do I respond when I notice that my behavior differs from group norms?
Do I consider the impact of my actions on others during times of change?
Leverage Strengths:
Help teams navigate change smoothly and respectfully.
Act as a “cultural translator” for new team members or during transitions.
Address Needs:
Observe how respected colleagues handle change and learn from their approaches.
Ask for feedback on your behavior and its fit with group expectations.
8. Readiness and Stages of Change
What it is: Readiness and stages of change refer to where you are in your journey toward making a change. Sometimes you’re just thinking about it, other times you’re actively taking steps, and eventually you’re maintaining new habits. Recognizing your own stage (and that of your team) helps you set realistic goals, get the right support, and make lasting improvements.
Why it matters: Understanding readiness and the stages of change allows leaders and individuals to provide the right support at the right time. It helps prevent frustration, tailor interventions, and increase the likelihood of successful, lasting change.
Self-Reflection Questions:
Where am I right now in my readiness to make a specific change?
What would help me move to the next stage of readiness?
How do I respond to setbacks or plateaus in the change process?
Leverage Strengths:
Use your understanding of change stages to set realistic expectations.
Support others by recognizing and respecting their current stage.
Address Needs:
Be honest with yourself about your current stage and barriers.
Seek resources or support tailored to your stage (e.g., information if contemplating, accountability if acting).
Appendix: Supporting Research
Cognitive Flexibility: Cognitive flexibility is linked to better performance and adaptability in dynamic contexts. Research by Dennis & Vander Wal (2010) and Martin & Rubin (1995) demonstrates that individuals with higher cognitive flexibility are better at problem-solving, innovation, and adapting to new environments.
Self-Efficacy: Self-efficacy predicts positive reactions to change and successful adaptation. Bandura (1997) and Schwarzer & Jerusalem (1995) found that individuals with higher self-efficacy are more likely to persist through setbacks and support change initiatives.
Motivation for Change: Motivation, especially when paired with self-efficacy, is essential for initiating and maintaining change. Cacioppo & Petty (1982) show that both intrinsic and extrinsic motivation drive sustained engagement with change processes.
Early Behavior Change: Early wins are strong predictors of long-term success in change efforts. Hawley et al. (2017) found that individuals who report progress early in the change process are more likely to sustain those changes over time.
Cognitive Dissonance Awareness: Cognitive dissonance motivates people to align actions and values, driving change. Festinger (1957) established that awareness of inconsistencies between beliefs and actions prompts individuals to make meaningful adjustments.
Social Support: Strong social support increases the likelihood of successful adaptation and buffers stress. Cohen & Wills (1985) and Eisenberger et al. (1986) highlight the importance of supportive networks during major transitions or uncertainty.
Social Norms Awareness: Awareness of social norms guides behavior and helps anticipate and address resistance to change. Cialdini & Goldstein (2004) show that understanding and leveraging social expectations can facilitate smoother change processes.
Readiness and Stages of Change: The Transtheoretical Model describes stages of change and highlights the importance of readiness. Prochaska & Velicer (1997) found that tailoring support to an individual’s stage increases the likelihood of successful, lasting change.
This appendix provides the research foundation for each dimension in this Propensity to Change framework, supporting its use in leadership, management, and personal development contexts.
https://pmc.ncbi.nlm.nih.gov/articles/PMC3144483/
https://www.sciencedirect.com/science/article/pii/S0007091223003604
https://www.tandfonline.com/doi/abs/10.1080/00273171.2011.568786
https://accpjournals.onlinelibrary.wiley.com/doi/abs/10.1002/jac5.1591
https://jamaevidence.mhmedical.com/content.aspx?bookid=2742§ionid=249290573