How Change Aversion Can Derail a Transformation

Achieving change is difficult. Organizations spend more than $10 billion annually on change transformations, but more than 50% of efforts fail to meet objectives. To better understand why, despite our best intentions, change efforts tend to fail, we looked to the literature—and found that “loss aversion” presents a helpful point of reference.

To better understand this phenomenon, we surveyed more than 200 people across the US about their feelings toward change. Our survey sample was balanced by gender. Most respondents were between the ages of 25 and 55, with even distribution among individual contributors and managers. Based on our analysis, we identified two categories of factors that influence change aversion: factors specific to the change initiative and those specific to the individual.

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