People who are unwilling to change themselves

People who are unwilling to change themselves often have psychological defense mechanisms or cognitive rigidity issues, which may be caused by factors such as lack of security, perfectionism tendencies, self-identity conflicts, low self-efficacy, and traumatic experiences. This type of behavior pattern may protect individuals from short-term anxiety or hinder long-term growth and development. People who are unwilling to change themselves often deeply associate their current situation with a sense of security, and any change may be subconsciously perceived as a threat. This group of people often exhibit characteristics such as being overly sensitive to criticism, repeatedly verifying the correctness of existing viewpoints, and belittling the value of new things. The neural connection pattern between the prefrontal cortex and amygdala of their brain shows that they will produce stronger stress responses to uncertain stimuli, which strengthens behavioral inertia as a physiological basis. Some people who are unwilling to change actually have a high tendency towards perfectionism, and they are afraid that the results of the change will not meet the expected standards. This group of people may exhibit a refusal to try new work methods in the workplace and adhere to rigid interaction patterns in intimate relationships. The cognitive distortion lies in equating change with the negation of existing abilities, and this black-and-white thinking pattern can lead to decision-making paralysis, forming a vicious cycle of fear of failure and rejection of change.

For situations where you are unwilling to change, it is recommended to establish positive feedback starting from small behavioral experiments, such as recording three optimizable details every day but not enforcing them. Reduce anxiety sensitivity to uncertainty through mindfulness meditation, and if necessary, seek cognitive-behavioral therapy to help reconstruct automatic thinking. Be careful not to directly negate its original pattern, but to help discover the connection between new behaviors and core values. This gentle intervention approach is more likely to trigger genuine motivation for transformation.