The Semmelweis Effect: What is Holding Us Back from Embracing Change?
Imagine a world where lifesaving change is rejected simply because it challenges the status quo. It is not science fiction—it is history. A story that still holds powerful lessons for us today.
In mid-19th century, young physician Ignaz Semmelweis was publicly humiliated and expelled by Vienna’s medical community after proposing a radical idea: that doctors themselves were causing the deaths of mothers. He has observed that they were unwittingly spreading deadly infections from autopsy rooms to maternity wards. That is why he introduced handwashing with chlorinated lime, which cut death rates dramatically. Despite the clear results, his peers rejected the idea, unable to accept that their own practices might harm patients. Labeled insane, Semmelweis was eventually confined to an asylum, where he died in 1865. Years later, his insights were recognised and adopted abroad, saving countless lives.
Today, the “Semmelweis Effect” describes the psychological tendency to reject new knowledge that contradicts established beliefs—something seen not only in medicine, but also in business and leadership when change threatens identity or status. His legacy challenges us to ask: why we are resisting change?
The Semmelweis Effect in the Workplace
The tools may be different, but the resistance is familiar. Change—whether in technology, leadership, workflow, or culture—often meets initial pushback. We may say things like:
- “That is not how we have done it before.”
- “Why fix something that is not broken?”
- “This new process is too complicated.”
These reactions are not unusual. They come from a place of self-protection—trying to maintain control in uncertain situations. But unchecked, the Semmelweis Effect can keep individuals and organisations stuck in ineffective patterns.
Why Do We Resist?
- Fear of the unknown – Change often means stepping into uncertainty.
- Loss of control – Established routines provide comfort and predictability.
- Ego and identity – We may take pride in doing things a certain way and feel threatened when asked to change.
- Past experiences – If previous changes failed, we become sceptical about new ones.
Moving Beyond Semmelweis Effect
Recognizing the Semmelweis Effect is the first step toward effective change management. We cannot move forward if we are clinging tightly to the past. Leaders and employees alike can benefit from embracing a mindset of curiosity and openness.
Instead of asking, “Why do we have to change?” consider asking, “What opportunities could this change bring?”
In Closing: A New Lens on Change
The story of Ignaz Semmelweis is not just a tragic tale from the past. It is a mirror. It reminds us how easy it is to reject the very thing that could help us—because it feels unfamiliar, inconvenient, or uncomfortable.
Next time you encounter a new idea, a new system, or a new way of working, pause and ask:
Am I resisting this because it is wrong—or because it is different?