Leading Through Uncertainty: The Science of Change & Resilience

Why Change Initiatives Fail—And How to Make Them Work

As a senior leader, you’ve driven transformation, only to face resistance—within your organization and, at times, within yourself. Despite understanding the need for change, something holds people in place. Why?

Change isn’t just about strategy—it’s about overcoming neurological and systemic resistance. Understanding these forces allows leaders to implement change that actually sticks.

The Science Behind Resistance to Change

This might help leaders structure their approach to driving change in uncertain times and better understand employee resistance to change.

The brain is wired for certainty. We crave certainty and when faced with change, the amygdala—our fear center—triggers a threat response. Studies by neuroscientist Joseph LeDoux show that uncertainty activates the same stress pathways as physical danger.

Predictability reduces stress. Research from Dr. Robert Sapolsky shows that unpredictable events cause greater anxiety than predictable (even negative) outcomes.

Habits reinforce the status quo. According to Charles Duhigg, habits are hardwired into the brain. Even senior executives can find themselves on leadership autopilot, making it difficult to shift behaviors—whether in decision-making, delegation, or restructuring.

Why Embracing Change Unlocks New Possibilities

Shifting how we approach change can bring measurable benefits:

Increased adaptability. Studies on neuroplasticity show that the brain rewires itself when exposed to new experiences, making future change easier.
Stronger leadership agility. Research from Harvard Business Review found that executives who take calculated career risks report higher long-term job satisfaction and performance.
Unplanned shifts lead to new opportunities. Some of the most successful leaders didn’t plan their biggest breakthroughs—they navigated uncertainty with the right mindset and systems.

When Even “Good” Change Feels Overwhelming

Even positive transitions can feel overwhelming.
One Fortune 500 CEO shared how, after landing his dream role, he felt paralyzed instead of empowered. “I had spent years preparing for this, but when it happened, I struggled to adjust.”

Over a decade ago, I experienced one of the most intense periods of change in my life. I secured a better job, moved to a better place, and learned I was pregnant—all within a short span. It was everything I wanted. But instead of feeling energized and empowered, I felt completely overwhelmed. The change was coming too quickly for me to process. Even though everything was improving, my mind struggled to catch up.

This paradox—where even desired change creates discomfort—is a common but often unspoken challenge.

The 3 Systemic Forces That Shape Change

Change operates within a broader system. These three overlooked forces influence whether transformations gain traction or stall:

The Time Principle
- Organizations that overlook their past often repeat patterns.
- Different “generations” in a company—founders, mid-tenure leaders, newcomers—view change through different “lenses”.
The Place Principle
- Resistance isn’t always about the change itself. It’s about a threat to belonging. And belonging is one of the fundamental human needs.
- Recognizing the roles and contributions of existing stakeholders can help smooth transitions.
The Exchange Principle
- If employees perceive they are being asked to give more without fair recognition, resistance is inevitable.
- Acknowledging past contributions can help create buy-in for new initiatives.

Making Change More Manageable

Reframe uncertainty. Instead of seeing change as a risk, consider: What’s the opportunity in this uncertainty?
Break it down. Large-scale change can feel overwhelming. Focusing on smaller, incremental steps reduces resistance.
Strengthen your support system. Leaders often navigate change more effectively with:
- Mentors who offer perspective based on experience.
- Peer networks to share insights and challenges.
- Coaching to explore new approaches and blind spots.