Orientation: Government departments exist to serve the public, and technological change must therefore be managed effectively because of its potential impact on service delivery and citizens’ well-being.
Research purpose: This study explored employees’ experiences of their basic psychological needs, neuroceptive safety, and implicit and explicit memories during planned technological change.
Motivation for the study: Technological change in the public sector has a low success rate. Understanding employees’ basic psychological needs, memory, and neuroceptive safety can enhance insight into their emotional and behavioural responses to change.
Research approach/design and method: A qualitative approach was used. Semi-structured interviews were conducted with nine employees from a South African government department and analysed thematically using Braun and Clarke’s method.
Main findings: Findings highlight employees’ need to satisfy basic psychological needs, experience psychological safety, and draw on implicit and explicit memory during technological transitions. Four themes emerged: (1) psycho-social-spiritual coping strategies, (2) self-directed learning activities, (3) organisational environment and systemic challenges, and (4) emotional experiences of technological change.
Implications for practise: The findings underscore the importance of designing change management processes that address employees’ basic psychological needs during planned technological change, aligning with neuroscience evidence on adaptive responses to change.
Contribution/value-add: The study provides applied neuroscience insights into employees’ basic psychological needs during technological change, guiding the design of evidence-based interventions in the public sector.

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Journal of Applied Neurosciences    |    ISSN: 2959-5118 (PRINT)    |    ISSN: 2958-0951 (ONLINE)