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Why are we so resistant? 



We are all creatures of habit, so the saying goes, but why?

Quite simply, the more that we practice an activity, the easier it becomes and the more that we are driven to repeat the process. According to leading cognitive neuroscientists, our brains train us to take the path of least resistance in a process known as ‘Channelling’.

Within just a few weeks of beginning any new task, we will approach it in an habitual way. Likewise, teams in any organisation will gradually cease to challenge obstacles and stop looking for ways to improve their processes.

Whilst such habitual working allows many people to successfully hone their skills over time, it also prevents us from recognising and seeking out new opportunities. We begin to lose perspective and as we get older, the ‘channels’ in our minds may grow ever deeper.


Different personality types respond differently to ‘channelling’. Whilst some individuals will happily engage in the same activities day after day, others thrive on change and challenge. However, it is clear that where teams and individuals stand still, they become increasingly resistant to change, as can often be seen by the ‘silo’ working mentality within large organisations.

Introducing any significant, successful change requires strong leadership, but it also requires careful and consistent language choice in every channel of change communications in order to effectively influence individuals at all levels of an organisation.

MTM’s consultancy team have developed this ‘uni-channel’ approach to deliver clear, consistent change communications that engage, deliver and embed change within an organisation and its key stakeholders.

This uni-channel approach to change is essential, so that one story and one narrative is communicated both internally and to external stakeholders.

MTM’s team of change communications specialists include some of the world’s leading experts in cognitive neuroscience and communications psychology. Our research and experience shows that we can use ‘channelling’ to train teams to handle change effectively by approaching change as an active, rolling process. 

Coming up with a new campaign for change, however small, approximately every 90 days keeps motivation levels high and effectively removes the fear of the unknown. Individuals begin to proactively look for and seek the opportunities around them and after time, change itself becomes a habit.


To learn more about MTM’s industry leading approach to change communications and how we can help your organisation, email us directly at or call us on +44(0)1386 859664






MTM's course to develop Effective Communication for Leaders Using English as the Common Language has been chosen by the Top Civil Service Competence Centre to help prepare their government executives for the challenges they will face when Estonia takes over the EU Presidency in 2018.


Around 95 civil servants will be offered the course along with MTM's Advanced Media Skills Coaching to ensure that Estonia creates an impact and optimises its effectiveness during its time as EU President.


"Given the scale of the issues facing the EU, we are delighted to have been chosen to help Estonia's top civil servants." said MTM's managing director, Warwick Partington. "We ran a pilot course for them earlier this year and it was very well received and great fun for both the delegates and our trainers."


This success follows a number of MTM thought leadership and coaching activities across the Baltic States, that have been delivered with support from UK Trade and Investment.  





Over the last month, MTM's teams have been travelling all around Europe, helping clients create and deliver more effective communications. 

In the historic city of Prague, our focus was on developing integrated communications to ensure that stakeholders receive unified, consistent messages in a digitally connected mobile world. 

With one of the world's leading experts in cognitive neuroscience and communications and input from another on the lessons from working with exclusive global brands, we facilitated a 2 day client conference that explored how PR, public affairs, marketing and stakeholder communications teams can address the challenges of multi-channel, live access to brands, products and services.

Focused on influencing perceptions of brand and reputation through targeted, integrated PR & marketing communications, the 'blue-skies' event challenged conventional corporate segmentation of communications and discovered the power of developing an integrated uni-channel that follows an over-arching narrative which supports the brand image and corporate vision. 

To learn more, contact us directly by calling us on ... 01386 859664 _______________________




Achieving real engagement and lasting change in an organisation's culture is a challenge, unless it can be embedded in every individual, at every level of the organisation. Leaders need to identify or create a trigger for change in order to achieve the desire for and acceptance of change across its entire workforce. The sooner a change programme starts after a trigger event - such as a crisis or high profile failure - the faster changes in behaviour and culture will occur.


The motivation to change is an essential element for achieving it, but it must be driven by a clear vision of both what the changes should create.... and articulation of the shared values that must guide individual decision making.


What is expected of each person and what behaviours or actions are, or are not acceptable, as well as agreed rewards for achieving the changes, must be agreed by both the leadership and all the workforce.


Effectively achieving the right culture requires strong leadership that can use a coaching style of management to empower and embed the behaviours and culture throughout the organisation at every level.


Communication must be honest, transparent and hold people responsible and accountable for their performances and behaviours. It must make each person want to deliver the products/services in a way that prioritises safety, customers' interests and quality of experience. 

It must also create a cross-functional responsibility for the performance and behaviours of fellow team members, in ways that are both supportive and non-judgemental.


MTM's strategy for delivering stakeholder engagement and lasting change:

 1) A leadership drive to deliver the psychological and organisational shift in culture to one that puts customer experience first in every decision and cross-functional responsibility for individual and team performance and behaviours.


2) A communications and engagement work-stream to create a "viral" approach to generating change auditors and facilitators at every level of the organisation that can communicate openly up and down the management layers and deliver changes throughout the workplace.


To find out more, contact Warwick Partington on 01386 859647