With the dawn of the AI era, many organizations see transformation and change as urgent imperatives. Getting things right and maintaining momentum are critical.

Truth be told, however, most people hate change. And I can give you a dozen reasons why.

But here’s one you probably haven’t considered: It’s genetic. As Columbia University’s Susan Levin notes, neuroscience research shows that “human brains are hardwired to resist change.” The result: “Change is often met with resistance.”

Neuroscience research also shows, as centuries of human experience have demonstrated, that resistance can be overcome: with proper communication, leadership, patience, persistence, practice, and understanding.

Overcoming resistance is just the first step. It helps get you there. Locking in change and preventing backsliding is often a greater challenge. And, again, we know why: because returning to our comfort zone is always an option, one that many people prefer.

Change Is Constant

While change is a constant in our personal and professional lives, most organizational transformations, or change programs, are seen as temporary. They have beginnings and, in most cases, ends.

That’s the first mistake leaders often make. That’s why their change initiatives lose momentum and backsliding occurs: They forget that change is an ongoing, continuous process and, as Nick South recently told the Future of Work web site, UNLEASH, one of the keys to sustaining change is changing your organization’s culture.

If done right, rather than being a sporadic on-again, off-again (and, perhaps, threatening) part of workplace life, change will be embraced as a foundational attribute of your organization’s entrepreneurial culture.