Change is Part of the Human Experience 

Change is part of the human experience. If this is true, why do so many of us welcome it with dread? In our organizations, we often witness the impact of individuals’ reluctance to change. Despite significant investments in change efforts, many organizations struggle to achieve their desired outcomes. McKinsey & Co. reports that 70% of organizational change initiatives fail to deliver the intended results (Robinson, 2019). So why do we struggle with something so fundamental to the human experience—change? 

People Have a Point of View Unrelated to Leaders 

In my experience, organizations cannot change merely by introducing new plans, directives, or restructuring efforts. These initiatives often fail because they overlook the people aspect of change, which is an inward journey. Individuals bring their own deeply ingrained perspectives to the workplace, independent of the organization’s goals. According to researchers Maturana and Varela, 80% of the information we use to perceive the world comes from within our brains, with less than 20% coming from external sources. This means employees come into organizations with pre-existing viewpoints that are not directly influenced by leadership. 

This is why change efforts centered around technology, process improvements, or restructuring often fall short. As Rust and Huang (2014) suggest, successful change is rooted in the relationships between people and their capacity to collaborate meaningfully. 

People Rely on Dated Maps and Models 

Research from the University of Toronto (Farb, 2024) shows that we navigate the world using internal maps or mental models that guide our decisions and help us predict what comes next. These maps tell us who matters, what deserves our attention, and where to invest our energy. However, in times of uncertainty, we tend to fall back on outdated maps and stop incorporating new information. Our world becomes smaller, more rigid, and less diverse. If our maps are filled with past grievances, dishonesty, or inequities, we may see the world through a lens of fear and distrust. This becomes especially problematic for leaders trying to implement meaningful change. 

Old narratives are hard to change. Research (Chou et al., 2023) shows that these mental models are often recycled and reinforced, perpetuating outdated perceptions. The brain’s Default Network explains this biological phenomenon as part of how we maintain our sense of self. However, this default network can become disconnected from reality, especially when we isolate ourselves or seek out like-minded beliefs. This is why, as some studies (Layton, 2023) suggest, investing in understanding the hearts and minds of our employees is crucial. Compassion, love, and empathy become gateways for encouraging people to reconsider outdated narratives and embrace new ways of thinking. 

We cannot force change on anyone else. Unless we invent ways to penetrate old narratives for paradigm shifts to be experienced people, lasting change will remain elusive. (Pasmore & Khalsa, 1993) 

Why Does This Matter for CX Leaders? 

For leaders attempting to transform customer experience (CX), understanding people is essential. Achieving customer centricity requires the full engagement of the entire system. Engaging employees in this process allows us to create a shared vision of what it means to put customers at the center of the organization. This is why initiatives like customer centricity (NPS, Forrester), technology integration (Cloud, AI), operational efficiencies (cost of healthcare, ROI), customer service improvements (call centers, CSAT), operational excellence (STARS, CAHPS), and brand awareness (Best Place to Work) must align with employees’ perception of reality and their desires to contribute meaningfully to their communities. 

Change is indeed part of the human experience. But to drive sustained transformation in our organizations, we must start by attending to the people who power them. By helping our employees let go of outdated narratives and see the potential for good in their organizations, we can foster the conditions for long-lasting change. This requires thoughtfulness, patience, and a deep understanding of human nature, but it is the only lasting way to become a more customer centric organization.