More on Heuristics cont.
Introduction
Heuristics are mental shortcuts, such as generalisations, rules of thumb, educated guesses, etc that the brain uses to make quick decisions without expending much cognitive effort.
They are:
- Fast
- Efficient
- Often accurate enough
- Sometimes biased or flawed
Heuristics evolved to help humans deal with complexity, limited time and incomplete information.
In change management, they explain why people react quickly, sometimes irrationally, to change.
Some Key Heuristics Relevant to Change
1. Status Quo Heuristic
People prefer what is familiar and tend to stick with current routines, even if alternatives are better.
Impact on change: Employees may resist simply because “the old way feels easier.”
2. Availability Heuristic
People judge a situation based on the most vivid or recent examples that come to mind.
Impact on change:
- One past failed change attempt may dominate thinking.
- A single rumour can outweigh official communication.
3. Anchoring Heuristic
The first piece of information people receive becomes their reference point.
Impact on change:
- Early rumours anchor expectations.
- Poor initial communication can set the tone for months.
4. Loss Aversion Heuristic
People feel potential losses more strongly than potential gains.
Impact on change:
Employees may fear:
- Losing status
- Losing competence
- Losing relationships
- Losing control
Even if the change brings benefits.
5. Social Proof Heuristic
People copy the attitudes and behaviour of the group around them.
Impact on change:
- If influential peers resist, others follow.
- Visible advocates accelerate adoption.
6. Familiarity Heuristic
People prefer information and actions that feel familiar or easy to process.
Impact on change:
- New terminology, complex charts or unfamiliar systems increase resistance.
(main source: Daniel Kahnerman, 2012)