Understanding Change

“People don’t resist change, they resist being changed.” ~ Dean Cornish

Change is one of the most talked-about challenges in personal growth, leadership, and society. Whether you’re trying to improve your health, shift organizational culture, or address crises, we often assume that if people just had the right information, they would make the right decisions. Of course they would - right? This assumption feels logical — after all, knowledge is power, and if the truth is available, shouldn’t that be enough? As Alan Deutschman famously noted, “We like to think that the facts can convince people to change. We like to think people are essentially rational... We believe that knowledge is power and that the truth will set you free.”

However, Deutschman quickly dismantles this comforting belief. Through years of research, he found that facts, no matter how compelling, often fail to move people toward meaningful change. This is evident in countless real-world examples — patients with life-threatening conditions ignoring medical advice, organizations resisting innovation despite clear evidence, or entire societies struggling to act on well-documented issues like climate change. The truth, it seems, is frequently not enough. Our emotional attachments, habits, fears, and sense of identity often override rational thought, anchoring us in familiar but harmful patterns.

What truly drives change is not information but emotional connection, hope, and a sense of possibility. People need to feel that change is not just necessary but achievable and personally meaningful. Change becomes real when individuals are inspired by a vision they can believe in, supported by relationships that reinforce their new direction, and able to see and feel tangible results. The research is clear that these are far more powerful than data points or charts in creating change.

Understanding this dynamic has profound implications. Whether we’re leaders, educators, caregivers, or simply individuals seeking growth, we must recognize that influencing change means engaging both the heart and the mind. It requires us to listen deeply, tell stories, build trust, and foster environments where people feel safe to let go of the familiar. Facts still matter, but they must be delivered within a framework of empathy and belief — because real change is not just about what we know, but about what we feel is possible.

“The catch is we need to think of change as learning…. The process of change can be threatening, so it often helps if learn new skills and mindsets through relationships with people who feel comfortable and familiar because they share our old skills and mindsets.”