Remember the time when organisations were convinced every employee should become an entrepreneur? Whole educational courses, workshops, and books were produced to teach everyone how to embrace business ownership within an organisation. 

What they meant: if employees would be more pro-active, future thinking, and creative, our organisation would be that much better.
What happened: employees got confused by the idea of becoming an entrepreneur but still having a boss, and the ones who did try their hand at entrepreneurship quickly found that the old hierarchical organisational structure (i.e. management) would have none of that jazz either.

In this case, the idea of ownership, pro-activeness if you will, is pretty solid. It would make for better organisations if we all take on some level of ownership of what we do or how we deal with change. However, the way this spark of truth gets put into action is where it all sidetracks.

And that has everything to do with our belief. That's right: belief. Anytime someone asks us to do something different, to invest some, to change, our brain immediately establishes your level of belief. Do I believe this change work? Have I ever seen/heard/experience something similar? Do I have a say in this change?

Let's take even a bigger step back. Your brain is doing this because it is hardwired. It is hardwired to prevent unsafe situations, to keep you from danger. As soon as a new concept, idea, or change is introduced to the system your brain will immediately signal the novelty, send out emotions of uncertainty, and start figure out if this new concept is threatening or not. In essence, what do "we" believe this new thing will bring?

While every single person on earth experiences this feeling of uncertainty at new concepts, everyone also hates that feeling of uncertainty. And that's why we love actionable stuff - just tell us what to do - and love plans - now it gets more clear how this new thing is going to play out - but this innate desire for security also brings an easy fail switch with it.
Allowing your belief to be based on practical outcomes and plans -I'll believe it when I see it - is setting you up for failure. Because you have such a low initial level of belief for a positive outcome to the proposed change, your brain is essentially looking for confirmations of projected failure. And when the change inevitably does fail, your brain will happily log this as independent result, ready to be called upon at the next proposed change thereby influencing your next level of belief.

I'll bet that even while reading this, your brain is questioning the very truth of what I am saying. Why? Because this content is challenging. Because your brain is feeding your emotional wiring feelings of uncertainty. And we really, really, hate feeling insecure. And we're so addicted to the feeling of certainty that actions and plans bring, we ignore that our belief is always behind the wheel. 

But here's the truth when it comes to change: we need to stop labeling our emotions, and accept that emotions just are. Start acknowledging the feeling of uncertainty simply because it is there. And after that, realize that everyone is a believer at heart. But what do you really believe?