Illusion of Explanatory Depth

Introduction

The Illusion of Explanatory Depth (IOED) is a cognitive bias where people believe they understand something more deeply than they actually do; it explains why people often think they understand a change but don’t act on it.

When asked to explain their understanding, they quickly realise their knowledge is shallow.

Some simple examples: people think they know how a toilet flushes, a bicycle works, or a zipper functions — but struggle to explain it in detail.

In short: we confuse familiarity with mastery.

Application to Change Management

In change, the IOED shows up when employees (or even leaders) believe they understand the change but don’t:

1. Overconfidence in understanding

• Employees may nod along in presentations, thinking they “get it,” but cannot explain how the change affects their work day-to-day.

2. Illusion of adoption

• People say they support the change but when asked to demonstrate or apply it, struggle.
• E.g., they attend CRM training, believe they understand, but later fail to use it correctly.

3. Leadership blind spots

• Leaders may assume they’ve “explained it clearly,” but haven’t checked if staff actually internalised it.

Risks in Change

• Superficial buy-in (people appear aligned but don’t act differently; not walking the talk.)
• Hidden resistance (gaps only surface later, when change fails in practice.)
• Training waste (time spent on awareness sessions doesn’t translate into true competence.)

Ways to Overcome IOED in Change Management

1. Ask for explanation, not just agreement

• Instead of “Do you understand?” ask:
  • “Can you explain in your own words how this will affect your role?”
  • “Show me how you’d complete this task in the new system.”

2. Use “teach-back” methods

• Have employees explain or demonstrate the change back to trainers or peers; this surfaces gaps in real understanding.

3. Chunk and practice (linking to cognitive load & chunking)

• Break down complex changes into smaller steps and allow hands-on practice to deepen understanding.

4. Create safe spaces for mistakes

• Encourage ‘trial and error’ without penalty so employees realise what they don’t know and can learn safely.

5. Check comprehension over time

• Don’t rely on a one-off training. Reinforce, revisit, and re-test understanding at intervals.

An Example in Change Management

A bank introduces a new compliance process.

• Illusion: Staff say, “Yes, we understand the new reporting requirements.”
• Reality: When asked to complete a report, many make errors.
• Fix: Manager runs role-play exercises where staff must demonstrate reporting in a simulated case. Gaps are revealed and corrected.

Key Takeaways
The IOED

“…means that most of us think we understand more than we actually do……It's only once we start to ask for a detailed explanation of our understanding that we discover a little we actually know…”

Mel Loy, 2024

Most of our points of view are based on the surface-level knowledge.

Need to dig deeper by asking questions like

“… What you actually mean by that or ‘tell me more about that?…”

Mel Loy, 2024

This allows you to get a better understanding of the sources of misinformation or lack of information or misunderstandings

The illusion of explanatory depth reminds us that in change, awareness does not necessarily mean understanding; understanding does not necessarily mean ability to act. Effective change leaders design processes to surface and close that gap.