What is Cognitive Load, and How Does it Relate to Change Management?
When workplace problems arise, the solution often seems obvious. Maybe we’ve seen a similar issue before and instinctively reach for a familiar fix. Maybe we’re busy, and the quickest, most apparent solution feels too tempting to resist. Or perhaps, like most people, we feel more at ease when things are under control—so the faster we move from investigation to action, the sooner that discomfort fades.
But rushing to solve a workplace issue without first understanding its true cause can lead to unintended consequences—sometimes creating an even bigger challenge than the one we set out to fix.
The Risk of Acting Without Insight
Every time we attempt to solve a workplace problem, we set a change process in motion—no matter how minor. Change always comes at a cost. It demands people’s time, diverts focus from other priorities, and often requires financial investment. But perhaps the most significant cost is cognitive. Even when workplace change is widely seen as positive, it still requires mental and emotional adjustment from the employees affected. Psychologists refer to this as ‘Cognitive Load’, simply put, everyone has an overall cognitive capacity which varies from person to person. Any change, no matter how minor or positive, takes up some of this cognitive capacity during the adoption phase. This reduces the remaining balance that we pull on to respond to the challenges of our daily job and life. In short, even the best-managed change initiatives carry a burden for both the business and its people.
Now, imagine if we got it wrong from the start—if we acted on assumptions instead of insights, failed to investigate the real issue, and rushed to implement a solution that didn’t actually address the root problem. Not only would we bear the cost of the change, but we would also have to justify it—to the team who carried it out, the employees who had to adjust, and the business that funded it. Worse still, if the original problem was misdiagnosed or overlooked entirely, the organisation would find itself back at square one.
Unfortunately, this scenario is more common than many realise. Businesses are complex, interconnected systems, and when teams are not responding or behaving in the way we would ideally like, this is often a symptom of deeper stress responses. What we perceive as the problem is often just the visible effect of a root cause that lies further upstream Without taking the time to gain real insight before acting, we risk not only failing to solve the issue but inadvertently making it even worse.
Gaining Insight Through Evidence
When it comes to gaining insight, there are many ways to go about it, each varying in cost, reliability, and level of disruption to the organisations day to day.
Our people scientists know that true insight precedes effective action. This is why we use the latest evidence-based assessment tools to gather accurate insights from you and your team before implementing any change. A key part of this approach is identifying and selecting the right tools for your unique organisation and workforce. We use a range of bespoke, research-backed methods, including surveys, assessments, and stakeholder interviews, to uncover the true root cause of workplace issues.
By taking this approach, you ensure that workplace challenges are addressed with a clear understanding of their underlying causes rather than relying on assumptions. This not only helps identify the real sources of stress or counterproductive behaviours but also ensures that any changes implemented are meaningful, effective, and necessary. Rather than embarking on a change journey blindly, you can move forward with confidence, knowing that your efforts are targeted, strategic, and built on genuine insight.
Where Do I Start?
At its core, gaining insight is about asking the right questions. For us, this means slowing down and engaging with your team before jumping to solutions.
For a small business, this might be as simple as checking in with each team member, using a prepared set of questions to explore the challenges or stressors affecting them. For larger or more complex organisations, a more structured, detailed approach is often required—with the added benefit of engaging external expertise to ensure objectivity and precision.
One of the most significant advantages of bringing in an external consultant is the objectivity they provide. As a neutral third party, they enter every conversation without biases, preconceived notions, or internal politics, creating a safe space where employees can speak openly and honestly, free from fear of repercussions.
This collaboration also brings the latest evidence-based strategies and structured methodologies into your change process from the very beginning. We might be a little biased, but when considering the number of stakeholders impacted and the strategic significance of a successful outcome, this type of investment is more than worthwhile.