Disrupting the Norm: A Business Analyst's Guide to Status Quo Bias

"The only thing we have to fear is fear itself." – Franklin D. Roosevelt

Fear is a powerful motivator. It often drives us to hold onto the familiar, resisting change, even when the change might bring progress. This fear—of the unknown, of disruption—feeds into status quo bias, a cognitive bias that compels individuals and organizations to stick with established systems, even when these systems are no longer effective. As business analysts, overcoming this bias is critical to fostering innovation and success in projects.

From historical examples to modern-day workplace dynamics, status quo bias is everywhere. It manifests in resistance to technological shifts, new processes, and even societal changes. Understanding how to identify and combat this bias can be the difference between stagnation and progress. Let's explore how history, as well as recent events like the remote work debate, illustrates the enduring nature of status quo bias and why it is essential for business analysts to challenge it.

The Chains of Status Quo Bias: Recognizing the Bias

Status quo bias often rears its head in project management, where stakeholders feel more comfortable sticking to familiar processes than venturing into new territory. Why change a workflow that has “always worked”? Why disrupt existing methods? This fear of stepping into the unknown can hinder progress in even the most innovative organizations.

One of the most vivid examples of this is the push to return to pre-pandemic workplace models. The COVID-19 pandemic forced businesses to adopt remote work overnight. Despite initial fears, many companies found that remote work boosted productivity, improved work-life balance, and cut costs. However, as we move further away from the pandemic, some companies, such as Amazon, have announced a return to full-time office work, starting in January 2025.

This push for a full office return is not inherently illogical, but it reflects a broader symptom of status quo bias—the desire to revert to what was familiar before the disruption, even though the new system had proven to be effective. This case underscores a common tendency to gravitate back toward "business as usual," even when the status quo no longer serves the organization’s best interests.

However, the remote work debate is just one instance of status quo bias in action. History provides other instructive examples of how breaking free from established norms leads to progress, and what happens when resistance to change prevails.

Historical Lesson: The Resistance to the Printing Press

One of the most transformative inventions in history was the printing press. When Johannes Gutenberg introduced the mechanical movable type printing press in the 15th century, it revolutionized the spread of information. However, the established powers of the time—the Church and nobility—were resistant to this change. They feared that the widespread availability of printed material would undermine their control over knowledge and destabilize their influence.

For decades, the printing press faced opposition. Governments sought to regulate and censor publications, and some sectors even questioned whether mass communication would dilute the quality of education and scholarship. Yet, the momentum of change was unstoppable. The democratization of knowledge through printed books became a catalyst for the Renaissance and the Reformation, transforming Europe’s intellectual and social landscape.

Parallels to Project Management:

In projects, a similar resistance to new technology or processes can emerge. Whether it's a reluctance to adopt new software or integrate more efficient methodologies, the fear of the unknown often outweighs the potential benefits of innovation. Just as Gutenberg’s invention was ultimately unstoppable, so too are the advancements that promise to revolutionize how organizations work. It’s the business analyst's role to help stakeholders see the long-term value of these shifts, even when the status quo feels safer.

The Futility of Resisting Change: The Space Race and NASA

Status quo bias isn’t just about rejecting new ideas; it’s also about the reluctance to adopt faster, more effective ways of doing things. NASA’s Apollo program provides a compelling case study. When President John F. Kennedy announced that the U.S. would land a man on the moon before the end of the 1960s, many within NASA doubted it could be done. NASA had grown accustomed to steady, incremental progress, and this ambitious goal required abandoning many of the cautious methods that had previously governed space exploration.

Faced with a monumental challenge, NASA had to break free from its status quo. Engineers and scientists embraced new technologies, experimental techniques, and faster decision-making processes to achieve what had once seemed impossible. The lesson here is clear: adherence to the status quo would have delayed—or entirely derailed—one of the greatest achievements in human history.

Parallels to Today’s Business Environment:

Similarly, in today’s fast-paced business environment, clinging to outdated processes can mean losing ground to competitors who are more willing to innovate. Business analysts must encourage teams to challenge the belief that “this is how we’ve always done it” and help them embrace solutions that streamline workflows, save time, or better align with modern expectations.

The Status Quo in Post-Pandemic Work: The Remote Work Debate

The ongoing debate over remote versus in-office work is a prime example of status quo bias in modern times. During the height of the COVID-19 pandemic, companies were forced to adopt remote work solutions out of necessity. After initial resistance, many organizations realized the benefits: increased flexibility, reduced overhead costs, and improved employee satisfaction.

Now, with the pandemic easing, some companies are fighting to return to the status quo of full-time office work, as exemplified by Amazon’s directive for employees to return to the office in 2025. This decision reflects a fear that remote work might weaken company culture or productivity. However, reputable studies such as those by Tepper and Lewis Jr. (2024) and surveys by Haan (2023) consistently reveal that remote and hybrid work models have not only sustained but, in many cases, enhanced productivity.

Returning to a full-time office environment may seem like a return to "normal," but in reality, it’s a step backward—an attempt to uphold a status quo that no longer serves the needs of modern workforces. For companies to thrive in the long run, they must adapt to the evolving expectations of flexibility and work-life balance that today’s employees value.

Parallels for Business Analysts:

This case highlights a broader truth: resistance to change is not just about preserving comfort; it’s about maintaining control. As a business analyst, part of your role is to help organizations see past their fear of losing control and embrace the benefits of change. Whether advocating for a new system, a shift in strategy, or a change in workflow, you must present the data and evidence that show why maintaining the status quo can be more harmful than embracing innovation.

Strategies for Overcoming Status Quo Bias in Projects

Challenging status quo bias in projects is a delicate task. It requires a mix of data-driven arguments, patience, and diplomacy. Here’s how you can help your organization overcome this bias:

Conclusion: Fear is the Real Enemy

"The only thing we have to fear is fear itself." Roosevelt’s famous words capture the essence of status quo bias. Fear of change, fear of losing control, and fear of failure are often the true barriers standing in the way of progress. For business analysts, breaking these chains requires more than just presenting new ideas—it requires addressing the deep-seated fears that fuel resistance.

Whether it’s adapting to new work models, adopting innovative technologies, or shifting project strategies, overcoming status quo bias is essential for any organization that wants to thrive in a rapidly changing world. It’s the responsibility of business analysts to help their teams and stakeholders see that clinging to the past is rarely the path to success. True progress lies in the ability to embrace change and move beyond the fear of the unknown.

The status quo will always feel safe—but it’s not where progress lives.

Author: Olam Osah

Olam Osah is a Senior Business Analyst and thought leader renowned for his deep academic and practical insights. With a PhD in Information Systems from the University of Cape Town and Honours and Masters degrees from the University of the Witwatersrand, Johannesburg, Olam makes complex concepts accessible and actionable. His compelling articles and thought leadership pieces are a must-read for business analysts navigating the ever-evolving world of business information systems. Reach out to him at [email protected].

References/footnotes:

1. Tepper, S. and Lewis, N., 2024. Research: People still want to work. They just want control over their time. Harvard Business Review. Available at: https://hbr.org/2024/07/research-people-still-want-to-work-they-just-want-control-over-their-time [Accessed 05 August 2024].
2. Haan, K., 2023. Remote work statistics and trends in 2024. Forbes. Available at: https://www.forbes.com/advisor/business/remote-work-statistics/ [Accessed 28 July 2024].