{"id":25632,"date":"2025-09-22T10:30:22","date_gmt":"2025-09-22T17:30:22","guid":{"rendered":"https:\/\/thinkyourself.com\/?p=25632"},"modified":"2025-09-22T10:30:22","modified_gmt":"2025-09-22T17:30:22","slug":"how-to-get-someone-to-accept-change","status":"publish","type":"post","link":"https:\/\/thinkyourself.com\/fr\/how-to-get-someone-to-accept-change\/","title":{"rendered":"HOW TO GET SOMEONE TO ACCEPT CHANGE?"},"content":{"rendered":"

How do you get someone to accept change? It\u2019s not easy, right? As I\u2019ve explained in many of my blogs, the brain creates neural pathways and classifies experiences into neat little boxes. When something happens, the brain puts it in the appropriate box. But when there\u2019s no box for it, the brain goes into panic mode and has to quickly create a new one. This is why we are not naturally wired to love change.<\/p>\n

So why is it that some people adapt to change more easily than others? And how do we help someone who really doesn\u2019t like change to actually embrace it? Because sometimes, change is not optional. It\u2019s not about deciding whether to wear blue instead of red or choosing between two meals. Sometimes, the change is major and unavoidable\u2014like when a building is being demolished, and the entire office must move to a new location. Even then, some people strongly resist, and it can be very challenging to make them accept the situation.<\/p>\n

Watch the video or continue reading.<\/p>\n

This is where the LAB Profile\u00ae comes in. I\u2019ve spoken about the LAB Profile\u00ae before. It stands for Language and Behavior Profile\u00ae. These profiles are systems inside our brain that influence everything else\u2014our behaviors, our desires, and our actions. They were created by Roger Bailey and made internationally known by Shelle Rose Charvet, who has been working with the LAB Profile\u00ae for over 25 years.<\/p>\n

The LAB Profile\u00ae can be classified into two categories: Motivation Patterns<\/strong> and Productivity (or Work Style) Patterns.<\/strong> Motivation patterns explain what inspires us to act\u2014like whether or not we accept change. Productivity patterns explain how we work with others. Let\u2019s focus on the motivation patterns, specifically the Decision Factors.<\/strong><\/p>\n

People\u2019s decision-making around change depends on three different factors:<\/p>\n

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  1. Sameness.<\/strong> Some people prefer everything to remain the same. They wear the same type of clothes, eat the same meals, and often order the same dish at restaurants. They find comfort in repetition and stability. For them, a job like payroll\u2014repeating the same process week after week\u2014is perfect. If they were forced into a job that required constant change, they would be very unhappy.<\/li>\n
  2. Progress or Sameness with Exceptions or Sameness with Exceptions and Difference. <\/strong>These people like things to remain mostly the same but with small improvements here and there\u2014more of this, less of that. Or sometimes, they like long stretches of sameness with occasional big changes, like buying a new car or moving houses, before returning to their usual routine. This profile is often called Progress.<\/strong> They either like gradual improvement or occasional big leaps, followed by a return to stability.<\/li>\n
  3. Difference.<\/strong> These people dislike when things stay the same. They resist following a path that someone else has already created and prefer to carve out their own. If everyone is going one way, they\u2019ll quickly choose the opposite. They thrive on variety, novelty, and doing things differently.<\/li>\n<\/ol>\n

    Let\u2019s look at this from an organizational perspective. A company that does the exact same thing for years may eventually stagnate. For an organization, at least some progress is necessary\u2014whether small changes or major differences. For example, if there\u2019s a major acquisition and the company doubles in size, that\u2019s a clear \u201cDifference\u201d moment.<\/p>\n

    So, how do we communicate with these different types of people when change is required?<\/p>\n

    For Sameness<\/strong> people, the secret is to highlight what will stay the same. If the office is moving, don\u2019t tell them how everything will be brand-new and exciting\u2014that will only increase their stress. Instead, reassure them: \u201cYou\u2019ll be doing the same job, working with the same people, and using the same computer. We\u2019ll even get furniture similar to what you already have. Your role won\u2019t change.\u201d Emphasize continuity.<\/p>\n

    For Progress<\/strong> people, frame the change as gradual improvement: \u201cIt\u2019s going to be a similar environment, but with a few enhancements. A little more of this, a little less of that. Things will evolve, and you\u2019ll see gradual progress.\u201d<\/p>\n

    For Difference<\/strong> people, lean into novelty: \u201cThis is going to be revolutionary! Brand-new space, completely different, unlike anything we\u2019ve had before.\u201d Use words like unique, shift, transformation, revolutionary.<\/em> That\u2019s the kind of language that excites them.<\/p>\n

    The key is to avoid using the wrong type of language with the wrong people. If you tell a Sameness person that everything will be \u201cbrand-new,\u201d they\u2019ll panic. If you tell a Difference person that \u201ceverything will stay the same,\u201d they\u2019ll disengage.<\/p>\n

    Hopefully, this gives you some tools and language you can use with people who resist change. By adapting your communication style to their decision factors, you can help them ease into change\u2014sometimes even welcome it.<\/p>\n

    Check out some of my previous blog posts…<\/strong><\/p>\n

    \"\"<\/a><\/span><\/p>\n

    Feeling Overwhelmed? Try these 3 Stress-Busting Strategies<\/a><\/p>\n

    \"\"<\/a><\/span><\/p>\n

    What Type of Imposter Are You?<\/strong><\/a><\/p>\n

    \"\"<\/a><\/span><\/p>\n

    How to Talk Back to the Imposter Voice in Your Head<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

    How do you get someone to accept change? It\u2019s not easy, right? As I\u2019ve explained in many of my blogs, the brain creates neural pathways and classifies experiences into neat little boxes. When something happens, the brain puts it in the appropriate box. But when there\u2019s no box for it, the brain goes into panic […]<\/p>\n","protected":false},"author":3,"featured_media":25633,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_post_was_ever_published":false,"tve_updated_post":"

    How do you get someone to accept change? It\u2019s not easy, right? As I\u2019ve explained in many of my blogs, the brain creates neural pathways and classifies experiences into neat little boxes. When something happens, the brain puts it in the appropriate box. But when there\u2019s no box for it, the brain goes into panic mode and has to quickly create a new one. This is why we are not naturally wired to love change.<\/p>

    So why is it that some people adapt to change more easily than others? And how do we help someone who really doesn\u2019t like change to actually embrace it? Because sometimes, change is not optional. It\u2019s not about deciding whether to wear blue instead of red or choosing between two meals. Sometimes, the change is major and unavoidable\u2014like when a building is being demolished, and the entire office must move to a new location. Even then, some people strongly resist, and it can be very challenging to make them accept the situation.<\/p>

    Watch the video or continue reading.<\/p><\/div>

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