Using Status Quo Bias for Change

Most change initiatives fail due to employee resistance—but what if we could use psychology to overcome this challenge? In this episode, we explore how status quo bias can be leveraged to increase employee buy-in and reduce resistance to change. Learn how to reframe transformation messaging, highlight continuity, and align with human behaviour for successful change adoption. Tune in for research-backed insights and practical strategies to drive effective business transformation. Subscribe for more leadership and change management strategies. 

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Transcript

1. Introduction: The Challenge of Change

Change is inevitable in business, yet one of the biggest obstacles to transformation is employee resistance. Despite the benefits of innovation—whether it’s AI, digital transformation, or new operational models—many employees instinctively push back.

But why does this happen? And how can we, as transformation leaders, reduce this resistance and increase buy-in? Today, we’re going to explore a fascinating research paper that offers an evidence-backed approach to overcoming resistance by using status quo bias to our advantage.

2. Introducing the Research Paper

The paper we’re discussing is titled:

“I’ll Have What I Had Before, but with a Cherry on Top: Leveraging Status Quo Bias When Introducing Organisational Change”

It was authored by Tom A.S. McLaren, Dr Erich C. Fein, Dr Michael Ireland, and Dr Aastha Malhotra from the University of Southern Queensland. This is not just a theoretical discussion—the research is based on a quantitative study of over 222 participants, using controlled experiments to understand how framing organisational change affects employee acceptance  

Their findings directly challenge the traditional “burning platform” approach that many organisations still use to drive change.

3. What is Status Quo Bias?

Before we get into the findings, let’s clarify what status quo bias actually is. Status quo bias is a well-documented cognitive bias where people prefer things to stay the same, even when change might be beneficial. This happens because:

• People fear loss more than they value gain.
• Familiarity brings comfort, while uncertainty triggers anxiety.
• Change requires effort, and we naturally try to avoid unnecessary effort. 

4. The Problem with Traditional Change Messaging

Historically, leaders have tried to push change by disrupting the status quo—telling employees that if they don’t change, they will fall behind, face risks, or fail to remain competitive.

This is known as the “burning platform” strategy—forcing urgency by painting the current situation as unsustainable.

However, the research shows that this backfires because it amplifies resistance. Employees often feel threatened rather than inspired, leading them to disengage, delay, or actively resist transformation efforts  

5. What the Research Found: Framing Change to Reduce Resistance

The study found that instead of focusing on what’s changing, leaders should focus on what’s staying the same. 

By framing change as a natural evolution rather than a radical shift, employees feel safer, more in control, and more willing to adopt new ways of working.

The most effective approach includes two elements:

1. Emphasising Continuity – Highlighting what will remain stable in the organisation.
2. Providing a Justification – Giving a small but clear reason for why the change is necessary.

6. Practical Example of Reframing Change

Let’s take an example:

Imagine you’re introducing AI-driven customer service chatbots in your organisation.

• Traditional Approach (Disruptive):
  “We are completely changing how we handle customer support. AI is replacing many traditional processes, and we need to adapt quickly.”
• Reframed Approach (Status Quo Bias Aligned):
  “We’re keeping our strong customer service values, and AI will enhance the way we support customers, allowing our teams to focus on more meaningful interactions.”

The key difference here? The second version preserves what employees value while subtly introducing the change.

7. Running a Workshop on Status Quo Bias

Now, let’s take this knowledge and turn it into action. This workshop is designed for senior executives, transformation leaders, project and change managers, HR professionals, and anyone responsible for change communication.

The goal is to help leaders reduce resistance by reframing their messaging using status quo bias.

8. Workshop Structure

Step 1: Understanding the Paper

The facilitator should start by summarising the key research findings and why traditional change communication fails.

Step 2: Identifying Current Messaging

Participants should choose a real transformation initiative they’re involved in. They will then analyse their existing messaging to see if it frames change as a radical shift rather than an evolution.

Step 3: The Change Messaging Challenge

This is where participants apply the research findings. 

• First Select a Real Initiative – Choose a past or active transformation project.
• Then Analyse Current Messaging – Identify if it focuses on disruption rather than continuity.
• Next Reframe Using Status Quo Bias – Rewrite the messaging to highlight stability, familiarity, and gradual improvement.
• And finally Consider Peer Feedback – which means share the new messaging in small groups and refining based on feedback.

9. Key Takeaways from the Workshop

By the end of this session, your participants should:

• Recognise how status quo bias affects change adoption.
• Understand why traditional change messaging often increases resistance.
• Learn how to reframe transformation communication to increase employee buy-in.
• And Leave with a revised, research-backed message for their real-world transformation initiative.

10. Why This Matters for Transformation Leaders

If you’re leading AI, digital transformation, or any major change initiative, understanding how employees think is just as important as the technical aspects of change.

By aligning with human psychology rather than fighting against it, you’ll increase the chances of successful adoption and long-term business impact.

11. Final Thoughts & Application

Change is difficult, but the research is clear—when leaders position transformation as an enhancement rather than a disruption, employees feel more confident and engaged.

So, as you move forward with your own transformation projects, take a moment to assess your messaging. Are you triggering resistance by focusing too much on what’s changing? Or are you leveraging status quo bias to create a sense of stability and continuity?