In organizational Change Management projects—especially those involving complex technology implementations—the main challenge is not technological, but cognitive and cultural.
In this context, Carol Dweck’s theory of fixed and growth mindsets is particularly relevant, as it describes the type of thinking that enables—or blocks—the real adoption of change.
A fixed mindset appears when people believe their abilities are innate and unchangeable. In change projects, this mindset is often expressed through statements such as: “I’m not good with systems,” “this is too complex for my role,” or “I used to do this better in the previous system.”
From a fixed mindset, the system is experienced as an external imposition that exposes incompetence, rather than as an opportunity for learning and standardization. This leads to passive resistance, partial use of the tool, and excessive reliance on manual or parallel solutions (Excel, off-system processes).
In an electronic health record (EHR) implementation, for example, this belief can lead physicians or clinical staff to resist using the system, minimize adoption, or look for shortcuts that reproduce old practices on a new platform. The result is not only low adoption, but also operational risks, errors, and a failure to realize the expected benefits of the project.
By contrast, a growth mindset introduces a fundamental way of thinking for Change Management: the belief that people and teams can learn new ways of working, even when the process is uncomfortable, slow, or challenging at first. In technology projects, this mindset allows users to interpret the learning curve as a natural part of change rather than as a threat to their professional identity.
In a transformation project, a growth mindset enables key conversations that are critical to success, such as process review, standardization, and role redefinition. Teams accept that the value of the system lies not in replicating the past, but in learning to operate in a more integrated way—even when that requires unlearning deeply rooted practices.
In an EHR implementation, a team with a growth mindset understands that documenting differently, learning new clinical workflows, or changing documentation habits is a gradual process. Early mistakes become information to improve configurations, training, and clinical practices. The conversation shifts from “the system doesn’t work” to “what do we need to learn or adjust to make this work better?”
From a Change Management perspective, this means the focus should not be only on methodology, but on explicitly addressing the mindset with which people face change. Without this work, training becomes a transfer of knowledge that does not translate into adoption. With it, learning becomes sustainable.
It is also important to note that leadership mindset is critical. Leaders operating from a fixed mindset reinforce fear of mistakes, demand immediate results, and send implicit messages of intolerance toward learning. By contrast, leaders with a growth mindset model the expected behavior: they acknowledge the learning curve, legitimize initial difficulties, encourage feedback, and sustain continuous improvement conversations. In doing so, they create a psychologically safe environment for change to take place.
In summary, Change Management projects require more than a solid methodology, careful planning, and a robust solution. They require a shift in how learning, error, and adaptation are understood. A growth mindset thus becomes a central enabler of adoption, effective use, and benefit realization in change initiatives. Without this shift in mindset, technology gets implemented; with it, the organization truly transforms.
By Irene Marqués, Partner at Olivia Mexico.