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When organizational transformations stall, leadership often blames employee "resistance to change." At Jigsaw Discovery, we view this differently: workplace friction isn't an attitude problem—it's a systemic outcome of cognitive overload. Overlapping initiatives without clear boundaries strip away certainty and autonomy, forcing the human brain into a protective survival mode. What looks like stubbornness is actually transition fatigue. To lead change that lasts, organizations must stop demanding resilience from exhausted people and start designing change architectures that work with human neuroscience, not against it.