Embracing a Change Mindset: How Reorganizing My Living Room Taught Me About Growth

The other day, I found myself rearranging my living room. It’s not an unusual activity for me. Every so often, I’ll choose a space in my home and give it a fresh start. For me, this isn’t just about tidying up or battling clutter; it’s a ritual, a way to reset my mental state by making my surroundings feel novel and rejuvenated. This small act of intentional change trains my mind to be more comfortable with uncertainty, an essential skill in developing a “change mindset.”¹

Reorganizing has less to do with messiness and more to do with reassessing my previous choices. Is my current layout still serving me? Does it still feel right? These simple questions lay the foundation of a change mindset. Purposeful change takes away some of the uncomfortable feelings that are typically associated with change. It is all too common to have some doubts and concerns when a manager has you upend a familiar task — especially so if the reason is not articulated properly. But what if we could reframe this discomfort? Research suggests that our perception of change, whether as an opportunity or a threat, determines how well we adapt.

As someone who has experienced life across different cultures, roles and relationships, I’ve learned to embrace change rather than fear it. Over time, the foggy uncertainty that often accompanies change clears, revealing opportunities for both personal and professional growth. This aligns with the concept of a “growth mindset” or the belief that our abilities and intelligence can be developed over time.² I immigrated to the United States with my family at the age of 6. As a child, I had to quickly adapt to western values and culture to fit in and make friends. As a young adult, I likewise found the rocky waters of social situations and the workplace to be smoother sailing with a healthy dose of assimilation. Although difficult at times, these experiences were invaluable in highlighting the benefit of what I like to call a controlled burn for the brain.

In typical forest management, controlled burns are necessary in removing old vegetation to make room for new growth. Much like a dense forest, our values and personalities grow big and tall with the upper canopy blocking out the sun. A controlled burn of novel experiences, meeting new people and exposing oneself to various cultures allows that critical sunlight to reach our cognitive forest floors and allow room for new perspectives to flourish. Research suggests that individuals with a “deliberative mindset,” those who remain open to new perspectives and avoid rigid thinking, tend to make better decisions and adapt more effectively to change.² These diverse cognitive forests of well-traveled, open-minded individuals provide shelter and increased mental fortitude for weathering life’s unexpected storms. Dynamic individuals with deliberative or growth mindsets not only thrive in their personal lives, but also are more likely to contribute to their professional environments in a way that fosters a culture of collaboration and innovation. This is especially valuable when entire organizations, particularly public health agencies, need to undergo radical transformation.³

The importance of change became even more evident when I noticed how easily time could slip by unnoticed. There were stretches of days, weeks or even months that blurred together, leaving little behind to remember. There’s a term, highway hypnosis, when you arrive at a destination after a familiar commute but can’t recall the journey. Why does this happen? Because our brains are wired to tune out routine and focus on what’s new and different. This is why actively introducing novelty into our lives is essential, not only for personal engagement, but to maintain a sharp and adaptable mindset.

The same cognitive phenomenon applies to organizations. Public health agencies can break free from their own version of “highway hypnosis” by evolving their belief systems to align with emerging threats and opportunities. This includes embracing modern communication strategies and technologies, positioning public health as a community chief health strategist rather than solely a direct service provider,⁴ and fostering genuine partnerships with communities and stakeholders, working alongside them as co-creators of health solutions rather than simply as recipients of care. Again, it’s important to remember this isn’t just about personal spaces; shaking things up in the workplace is just as critical in order to fully embrace a deliberative or growth mindset as an individual.

When we start a new job, there’s a brief honeymoon period where everything feels fresh and exciting. But soon, we settle into routines, habits which often go unchallenged and that is when the discomfort associated with change creeps in. A performance-oriented mindset seeks validation and stability, while a learning mindset embraces challenges as opportunities to grow.² Leaders who cultivate a learning mindset not only adapt better but also create environments where innovation thrives. It takes time and effort to chart a new path, which is why the field of change management exists. Yet, the discomfort doesn’t have to be daunting, it can be transformative when the desire for change starts internally. Taking inventory of your environment, habits and thought processes can lead to surprising realizations and meaningful growth.

It should come as no surprise that most organizations lacking a culture of introspection have rigid and outdated core belief systems. Research on radical organizational change suggests that belief systems are often deeply entrenched, resistant to new ideas and difficult to shift without triggering a crisis.^5,6 It is all too common to encounter workplace processes that take far too long or feel unnecessarily complicated. Sometimes, the solution isn’t just about fixing the process but revisiting the goals behind it. Rather than defaulting to “we’ve always done it this way,” organizations and individuals should ask, “What if?” because staying intentional with our time, effort and resources is critical to the growth and success of any workplace. Rather than enforcing the status quo because “we’ve always done it that way,” take a moment to ensure the layout of the living room still serves you and its occupants. These individuals bring valuable expertise to the table, and their involvement fosters a collective desire for improvement. Unfortunately, many organizations rely on rigid hierarchies to enforce change, often sidelining the very people who could help make it successful.

This is particularly relevant in public health transformation. The structures, funding models and belief systems that define much of the public health system were created for a world that no longer exists.⁷ As April Rinne argues, change management has historically focused on control rather than the emotions and mindset shifts necessary for true adaptation. The reality is that organizations, including public health agencies, construct their own realities based on collective belief systems. This means that transformation isn’t just about adopting new policies or tools; it requires breaking down old assumptions, challenging power structures and intentionally unfreezing outdated mindsets and make them malleable.

Change isn’t just about tools or processes, it’s about people. No Gantt chart or Kanban board can replace the value of listening to others and considering their perspectives. This promotes psychological adaptability, the ability to navigate uncertainty with curiosity rather than fear. The most successful transformations are rooted in human-centric decision-making, leveraging collaboration and inclusivity to drive solutions. One way to foster this mindset is through scenario mapping or imagining multiple possible futures rather than fixating on a single predicted outcome. Whether it’s reorganizing a living room or rethinking workplace systems, change is an opportunity to grow, innovate and connect. By embracing it, we can break free from routine, make more thoughtful decisions and create environments both at home and work that truly support us. This isn’t just about dealing with change; it’s about developing the mental agility to thrive in an unpredictable world.

In public health, this means deliberately challenging outdated narratives, questioning assumptions about what is “possible,” and engaging in radical thinking about the role of government in improving health. The future of public health isn’t just about adapting to change, it is about actively shaping it.

So, take a moment to assess your surroundings and habits. You might be surprised at how much growth lies in simply rearranging a room, or your mindset.