Our behaviours are hard to stop AND start

The two-edged sword of our tendency to keep on keeping-on

We are creatures of habit.� I am sure everyone is aware of this.� Habits are hard to get started (think: beginning an exercise program) and also hard to break (think: driving the same way to work every day, even when you were meant to stop off somewhere on the way).

But it�s not just ingrained habits that are hard to start and stop.� Pretty much everything that we do can gather momentum.� Take writing this blog, for instance.� I have been procrastinating for three hours this morning on getting this started, but now it is going, my fingers are literally flying over the keyboard with a mind of their own.� I am not even thinking about doing anything else (well, I am now, because I just thought about not thinking about anything else and it triggered the thought�..stupid).

If you have read my recent newsletter on similar subjects, you will remember that we are wired to conserve energy and be as lazy as possible. Our brains like us to engage in the things that are easiest to do.

What’s the hardest thing to do?

And what is one of the hardest, most energy-consuming things we can do?� Change.� That�s right � change is hard work for us at a cellular level.� Firstly, we need to analyse what we want to do and start to prioritise action, then we need to apply the brakes to the thing we are currently doing, and after all of that, we have to get organised and started on the thing that we think we should be doing instead.� This burns a heck of a lot of our cognitive �fuel�.� So our brain would prefer that we didn�t do it.

This is why it is hardest for us to change behaviours (or stick to new ones) when we are most �run-down�.� If you are completely exhausted and are on a diet, then don�t walk past the cupcake shop!

Momentum: a blessing and a curse

You can see the two ways that this works and the pros and cons of this behavioural tendency.� It�s hard to get going on the thing that you need to do.� But, once you get going, you know it�s going to be hard to stop.� The momentum is a blessing.

Put in the effort.� Make the conscious choice.� Start doing the things that make you most productive and successful.

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It doesn�t matter if you are implementing a new customer service system, new processes or starting a new job.� Change always makes us a little apprehensive.� There are some people, however, who resist change to the point where it is unhealthy � for them, for the organisation and for us as instigators.� But it�s not their fault.� Their brain makes them do it.

The part of our brain that detects change, errors and anomalies is a hero and a villain.� When something is �different� it gets us interested.� We pay attention to it and most likely remember it for future reference.� This is novelty.

However, when there is too much novelty or error or difference, the activity in this brain region gets out of control causing fear and anxiety.� Because of the resources that these emotions use in their heightened activity, the part of the brain that actually stops these from interfering (the �braking� mechanism in our brain) cannot function because it is starved of fuel.� As a result, these people cannot stop the fear.

The only difference between the people who cope well and those who cope poorly is their baseline for change.� This is why people who have been in the organisation a long time, doing the same things, usually resist change the most.

What helps them reduce the activity in this brain region and allows them to re-frame the change?� There are a number of things, but the feeling of choice and control seems to be the main driver.� These help quiet the area of the brain that detects strong emotion and activates the braking mechanism at the same time.

The more control and choice that you can give people, the better they will adjust.� And, personally, the more control and choice you feel you have over change, the easier it is to cope.