{"id":76305,"date":"2026-05-11T14:32:03","date_gmt":"2026-05-11T12:32:03","guid":{"rendered":"https:\/\/es.unisg.ch\/?p=76305"},"modified":"2026-05-11T14:40:42","modified_gmt":"2026-05-11T12:40:42","slug":"transformation-beyond-willpower-what-leaders-can-learn-from-addiction-treatment","status":"publish","type":"post","link":"https:\/\/es.unisg.ch\/en\/blog\/transformation-beyond-willpower-what-leaders-can-learn-from-addiction-treatment\/","title":{"rendered":"Transformation Beyond Willpower: What Leaders Can Learn from Addiction Treatment"},"content":{"rendered":"\n

A broader lesson from social media regulation<\/strong><\/p>\n\n

Across Europe and beyond, governments are debating limits on children\u2019s and teenagers\u2019 social media use. The logic is clear: many platforms are engineered to be addictive, and young brains are especially susceptible to reinforcement loops built on novelty, reward, and social validation. Whatever the regulatory outcome, the debate surfaces an insight that should resonate far beyond tech policy. <\/p>\n\n

Organizational routines can be described as collective habits \u2013 habits that are hard to change and that explain to some extent organizational resistance to change. Neuroscience shows that habits and certain behavioral addictions rely on overlapping neural and learning mechanisms. With repetition, behavior shifts from deliberate choice toward cue driven routines optimized for reliability and uncertainty reduction. Addiction represents an extreme case, marked by harm and loss of control, but the learning systems are related. <\/p>\n\n

Are we asking too much of insight?<\/strong><\/p>\n\n

This does not mean resistance to change is pathological. It means something simpler: Habits \u2013 like behavioral addiction \u2013 persist not because people do not know that they have to change or are stubborn, but because they have reliably solved problems, reduced uncertainty, and delivered results in the past. <\/p>\n\n

Asking people to change routines is asking them to unlearn habits before new ones are fully trusted. Most executives recognize this intuitively. It mirrors the frustration that appears repeatedly in major transformations. Studies suggest that, despite strong leadership commitment and clear and repeated communication, 60 to 70% of organizational change programs fail to achieve their objectives. <\/p>\n\n

Four lessons for organizational change<\/strong><\/p>\n\n

Viewed this way, addiction research offers four lessons for organizational change.<\/p>\n\n

First, insight is rarely sufficient. Awareness and motivation do not reliably translate into sustained behavior change. Vision and logic matter, but habits do not dissolve because people agree with the strategy. <\/p>\n\n

Second, environment beats willpower. Changing context, structures, incentives, processes, metrics, and social signals, shapes behavior far more powerfully than exhortation. <\/p>\n\n

Third, relapse is data, not failure. Setbacks are information about stressors or missing supports. Treating regression as resistance wastes learning opportunities. <\/p>\n\n

Fourth, durable change often involves identity, not just behavior. As Herminia Ibarra\u2019s work on identity transitions shows, people change through experimentation and provisional identities before consolidation. When change is framed as loss of status or competence, resistance hardens. When people move toward a credible new narrative of value, momentum follows. <\/p>\n\n

From old routines to new identities<\/strong><\/p>\n\n

In summary: organizational change fails less because people don\u2019t understand it, and more because leaders may underestimate the power of habits. Change succeeds when environments are redesigned, setbacks are treated as learning, and people can move toward new identities, not merely away from old routines. <\/p>\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

A broader lesson from social media regulation Across Europe and […]<\/p>\n","protected":false},"author":4,"featured_media":76357,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","footnotes":""},"categories":[1031,696,704],"tags":[],"class_list":["post-76305","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-focus-en","category-leadership","category-management-en"],"acf":[],"_links":{"self":[{"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/posts\/76305","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/comments?post=76305"}],"version-history":[{"count":3,"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/posts\/76305\/revisions"}],"predecessor-version":[{"id":76335,"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/posts\/76305\/revisions\/76335"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/media\/76357"}],"wp:attachment":[{"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/media?parent=76305"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/categories?post=76305"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/es.unisg.ch\/en\/wp-json\/wp\/v2\/tags?post=76305"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}