Manage Resistors
Resistance to change is natural. In every organisation, there will be employees who hold back from new initiatives.
Understanding and managing these resistors thoughtfully is essential, not just for minimising friction, but also for improving your change plan and laying the groundwork for acceptance.
Why Do Employees Resist Change?
Common reasons include:
- Fear of loss: Employees may worry about losing skills, power, status, or comfort with current systems. They may be resisting because they think their job will become more difficult.
- Uncertainty: Not fully understanding the change or its implications can cause anxiety.
- Disruption: Change requires effort; those comfortable with the current state can be reluctant. If employees are comfortable with the way things are and change is something new and requires effort, they will resist.
- Job insecurity: Some fear that change threatens their position or future prospects.
- Change-averse personalities: Some individuals naturally resist any adjustment, whether personal or professional.
Some personalities are inclined to resist change and, in general, resist any changes, whether they be professional or personal. It’s also important to remember, not all resistance is harmful.
In some cases, it can be helpful. Employees who voice their concerns early on, can help to improve and ultimately strengthen your change initiative.
Understanding Resistance
Effective change managers don’t try to silence resistance. Instead, they:
- Identify the root causes: Use honest conversation, surveys, and observation to pinpoint where resistance is coming from and why.
- Use resistance as feedback: Concerns raised can reveal overlooked risks, communication breakdowns, and any gaps in the plan.
- Build relationships: Engage resistors early and validate their perspectives, then you can use dialogue to co-create solutions.
- Transform resistance: Some of your best future adopters may initially be resistors who, once engaged and informed, become powerful champions for the change.
Practical Steps: Onboarding & Managing Resistors
- Identify & Understand the Resistance
- Map out areas and sources of resistance using the detailed stakeholder assessments along with interviews and/or anonymous surveys.
- Be proactive: Don’t wait until resistance becomes disruptive.
- Address Specific Concerns
- Let your resistors know that you want to hear and understand their position, early on and in a public forum.
- Encourage resistors to be part of the solution, invite them into working groups and get them involved in the change process where possible.
- Validate their feelings, emotions and experiences, let them know their input matters.
- Communicate Consistently
- Share, when appropriate, specific information about the organisational transformation project transparently with all employees, especially resistors.
- Use clear channels, including meetings, emails, Q&A sessions, intranet posts, and encourage questions or feedback.
- Monitor & Adapt
- Regularly check how employees, especially past and present resistors, are handling the change.
- Adjust tactics, offering additional support, and keeping the lines of communication open.
- Ask for ongoing feedback: resistors can offer unique insights about what’s working and what isn’t.
Turning Resistors into Adopters
- Involve resistors in piloting parts of the solution, give them ownership and accountability.
- Celebrate when former resistors embrace or champion the change.
- Share stories of “converted” resistors to inspire others and demystify the process.
Effectively managing resistors not only eases transitions, but also improves your change strategy, drives engagement, and builds a stronger, more resilient organization.
