The Science Behind Resistance to Change

What the Research Says — and How It Can Help You Lead Better Change

Why do people resist change — even when the data clearly shows it should work?

Why does “buy-in” fail, even after presentations, metrics, and logical arguments?

In this thought-provoking webinar, Dr. Mark Jaben joins Mark Graban of KaiNexus to explore the neuroscience behind resistance to change — and what leaders can do differently.

This session moves beyond traditional change management advice and dives into how the brain actually makes decisions, how hidden mental processes shape behavior, and why resistance may be the most valuable signal in your improvement efforts.

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What You Will Learn

• Why resistance is not the enemy — it is information
• The difference between problems and dilemmas in change work
• Why facts, metrics, and data alone rarely overcome resistance
• How the “hidden brain” influences decisions outside conscious awareness
• The neuroscience behind defending mode vs. challenging mode
• Why dueling solutions create organizational gridlock
• How overload shuts down the brain’s capacity to consider change
• The role of credibility in influencing others
• Why empathy is a result — not the starting point
• How to avoid unintentionally deceptive or coercive improvement efforts
• Why shared outcomes matter more than consensus

Moving Beyond “Buy-In”

Many improvement efforts stall because leaders focus on gaining buy-in at the solution stage.

But neuroscience tells us something different:

When people feel threatened, overloaded, or unconvinced that change is workable, their brains shift into defending mode. In that state, no amount of data or persuasion will move them.

Instead of forcing agreement, effective leaders:

• Surface underlying concerns
• Explore differing stories and assumptions
• Identify sorting criteria — what truly matters to each person
• Craft shared outcomes before debating solutions
• Create the conditions for people to shift into challenging mode

When people move into challenging mode, they are willing to trial, test, and learn.

Why This Matters for Lean and Continuous Improvement

Lean, Kaizen, A3 thinking, and strategy deployment all depend on participation and engagement.

But without understanding how the brain processes risk, uncertainty, and perceived threats:

• Improvement becomes coercive instead of collaborative
• Standards feel imposed rather than developed
• Resistance escalates instead of informing better decisions
• Teams fall into dueling solutions

This webinar reframes resistance as a necessary part of crafting better change.

Real-World Application

Dr. Jaben draws from:

• Neuroscience research on decision-making
• Functional MRI studies of belief and stress response
• Healthcare leadership experience
• Lean and Kaizen implementation challenges

You’ll leave with a deeper understanding of why people respond the way they do — and a practical mindset for navigating resistance constructively.

Who Should Attend

This session is ideal for:

• Healthcare leaders and executives
• Lean and operational excellence professionals
• Continuous improvement practitioners
• Managers responsible for leading change
• Anyone frustrated by stalled improvement efforts

About the Presenters

Dr. Mark Jaben

Emergency Physician and Author

Dr. Jaben has more than 30 years of experience in emergency medicine and has written extensively on applying Lean and Kaizen principles in healthcare.

Mark Graban

VP of Improvement and Innovation Services, KaiNexus

Mark works with organizations to build sustainable cultures of continuous improvement and is the author and co-author of several books on Lean healthcare and leadership.

Learn to Use Resistance as an Asset

Resistance does not mean people are irrational or uncooperative.

It often means their brains are protecting them from perceived risk.

Watch this webinar to understand the science behind resistance — and learn how to lead change in a way that works with the brain instead of against it.