The ‘mere exposure effect’ in organizational change

The mere exposure effect also provides an immediate solution: the more we are exposed to a novelty, the more we will come to appreciate it. We will therefore be more inclined to embrace new ideas if we are regularly exposed to them. This can be done on a conscious level, but several studies show that the effect is even stronger on a subconscious level. This principle is therefore often used in advertising by showing a brand sometimes for a fraction of a second and very frequently. Product placement is another technique that uses the exposure effect.

We prefer what is familiar. When confronted with something new or unfamiliar, we prefer to rely on what we already know. This is the mere exposure effect in action (Robert Zajonc 1968). It is a psychological phenomenon that is very common and of course not unimportant in organizational change.

Choosing the familiar is a safety mechanism that ensures that uncertainty is reduced. A second reason we choose the familiar is that it is easier to understand than the unknown because we have had time to understand it for a long time. It is within our comfort zone. In organizations, on the other hand, it can lead to inertia. To make progress, we will need to seek out the uncomfortable and help people step out of that comfort zone.