The start of a new year has long been considered an important moment for personal change. Psychological research shows that calendar landmarks such as birthdays, Mondays or the new year can act as mental reset points, making people more likely to reflect on their lives and attempt new goals. This phenomenon was described by researchers more than a decade ago as the “fresh start effect”.
Yet many people reach the new year less enthusiastically than they once did. We live in a world in which mental wellness is deteriorating, particularly among young people, and in which being asked to imagine change can be daunting. Climate anxiety, political instability and economic precarity can all make the idea of “starting over” seem unrealistic.
Research also shows that repeated or imposed change can lead to change fatigue. This is a state of emotional exhaustion that reduces people’s willingness to engage with new initiatives, even when they are presented as positive. Rather than renewing hope, calls for change can provoke scepticism, withdrawal or disengagement in these people.
Our ability to imagine the future is not unlimited. Studies on anxiety and uncertainty consistently show that when people feel under threat or lack control, their future-oriented thinking narrows. Instead of imagining a range of possibilities, people tend to focus on risks, losses and worst-case scenarios.
So if you’re struggling to make changes, the problem is not necessarily a lack of imagination or hope. It could be that circumstances are making it difficult for hope and imagination to operate.
My own research at the DCU Centre for Possibility Studies focuses on what psychologists call possibility thinking. This is about how people perceive what could be different, explore alternatives and feel able to act. A 2024 study showed that these elements need to support each other. When people can see opportunities but feel unable to act on them, or feel motivated but unable to imagine alternatives, meaningful change is difficult.
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This pattern emerged in a December 2025 study I co-authored, which involved teachers taking part in a professional development programme meant to stimulate possibility thinking. During the study, participants found out they would soon move into a new school building, as their existing school was to be demolished. Many teachers reported emotional fatigue in response to the prospect of having to “start over” yet again. Instead of excitement, the dominant response was depletion and reduced motivation.
Although this example concerns a life transition rather than the new year, it helps to explain why fresh starts can feel harder in the current climate. When people feel that a change is unfair, badly supported and might harm them, they are less likely to get behind it and more likely to push back. This can undermine their capacity to engage with new possibilities.
This also helps explain why many New Year’s resolutions don’t stick: people often treat them as tests of pure willpower, but research shows that lasting change depends much more on how goals are set up, supported and built into everyday life.
Decades of research on behaviour change show that motivation is shaped by context. Time pressure, financial stress, caring responsibilities and institutional constraints all limit what people can realistically change, regardless of their intentions.
Rather than focusing on dramatic reinvention, it may be more realistic to ask what small shifts are possible within the constraints you’re under. Possibility thinking does not mean ignoring limits or pretending everything will improve. It involves learning how to work creatively with constraints, rather than against them.
For example, someone who knows they have limited time and energy might set a resolution like: “I will add a 10‑minute walk into my daily routine, such as after lunch or school drop‑off, and adjust it each week based on what is actually workable for me.”
It’s also important to recognise that imagining the future doesn’t have to be an individual activity. Research on shared or collective agency shows that people are better at envisioning and sustaining change when responsibility is distributed across groups, whether in families, workplaces or communities. Discussing limits and possibilities together can expand what feels achievable.
For example, a family might make a shared resolution to eat more home‑cooked meals, dividing tasks so that one person plans the menu, another cooks on certain nights, and children help with prep. That way, the change is carried and sustained by the group rather than one person.
In the end, the new year is a powerful cultural moment. But in a world shaped by uncertainty and fatigue, renewal is unlikely to come from pressure to “start fresh” or try harder. It may come, instead, from learning to imagine differently: with others, within limits, and in ways that make positive, even if small, changes still feel possible.
