From Resistance to Readiness

Abstract

Change initiatives often encounter resistance from employees, impeding successful implementation. Leveraging insights from neuroscience can provide valuable guidance in navigating this resistance and promoting readiness for change. Social experiences in a work environment affect the brain positively or negatively. By understanding the brain's response to change, change managers can create a supportive environment and communicate accordingly. This study examines the impact of social experiences on readiness to change among employees in the manufacturing sector from a neuroscience perspective. SCARF is a neuroscience-based model that evaluates five dimensions of social experiences such as status, certainty, autonomy, relatedness, and fairness. This quantitative study is based on data collected from different manufacturing organisations. The results of this study provide insights into how change managers can address these social domains to promote successful change initiatives and improve employee readiness to change.