Overcoming resistance to change – where to start and what to do.

Change is an inevitable part of life. From small adjustments in our daily routines to major shifts in how we need to perform our jobs, change surrounds us constantly. However, despite its inevitability, many of us find ourselves resisting change at one point or another. Whether it's a fear of the unknown, a reluctance to let go of the familiar, or simply a lack of understanding about the benefits of change, resistance can often hinder our personal and professional growth as well as the objectives of an organisation. In this blog, we'll explore the phenomenon of resistance to change, why it occurs, how to identify it, and most importantly, what steps can be taken to overcome it.

What resistance to change is

Resistance to change refers to the reluctance or opposition individuals or groups exhibit when faced with new ideas, processes, or situations. It can manifest in various forms, from passive resistance such as procrastination or avoidance, to more overt expressions like open defiance or scepticism. At its core, resistance to change stems from a sense of discomfort or apprehension about departing from the status quo.

Why people resist change

Understanding the reasons behind resistance to change is crucial in addressing it effectively. Some common reasons include:

Fear of the unknown: Change often brings uncertainty, and many people find comfort in familiarity. The prospect of venturing into uncharted territory can evoke feelings of anxiety or insecurity. In an organisational context people may wonder whether they will still be able to do their job adequately once change has occurred or whether they will still have a job.

Loss of control: Change can disrupt established routines and roles, leading individuals to feel a loss of control over their circumstances. This loss of autonomy can be unsettling and may prompt resistance.

Past experiences: Negative experiences with change in the past can shape one's attitude towards future changes. If previous changes resulted in adverse outcomes or were poorly managed, individuals may be more resistant to similar initiatives in the future.

Lack of understanding or communication: Insufficient communication about the reasons for change, its intended benefits, and how it will be implemented can leave individuals feeling confused or distrustful. Without a clear understanding of the rationale behind the change, resistance is more likely to occur.

What resistance to change looks like

Recognising signs of resistance to change early on is essential for addressing it proactively. Some indicators to watch out for include:

Negative attitudes or comments: Pay attention to expressions of scepticism, cynicism, or pessimism regarding proposed changes. This may happen in meetings, during casual conversations or in written communication. 

Decreased productivity or engagement: A decline in productivity, motivation, or enthusiasm among team members may signal underlying resistance to change.

Increased conflict or tension: Heightened disagreements, conflicts, or friction within teams or organisations can be symptomatic of resistance to change.

Lack of participation or cooperation: If individuals or groups are disengaged or uncooperative during discussions or activities related to change, it may indicate resistance. This can be particularly evident within a leadership group. If a particular leader isn’t providing necessary resources, isn’t prioritising, and attending required meetings, and is not passing on key messages, this is a good indication that they are not supportive of the change.

How to identify resistors

It is not always obvious whether there are whole groups of people that are resisting change, or its just a few individuals who are being particularly ‘noisy’. Collecting data to inform you as to where resistance exists in an organisation or team is valuable. A change readiness survey can help with this. Responses to questions such as “I am willing to make changes in the way I perform my role in order to support the program” and “I believe that my business area wants to achieve the objectives of the program” will help pinpoint the areas that are the least supportive. With this data, your planning can be tailored to ensure these groups get more attention.

Tactics to help people overcome resistance to change

Overcoming resistance to change requires a strategic approach that addresses both the emotional and practical aspects of the transition. Here are some tactics to consider:

Take the time to understand change impacts: By identifying the groups or individuals that are going to be impacted the most when a change is introduced, you will have a better idea of where pockets of resistance may occur.

Engage stakeholders early: Involve key stakeholders in the change process from the outset, soliciting their input, ideas, and concerns. By involving those affected by the change in decision-making and planning, you can increase buy-in and ownership of the transition.

A tactic to consider is engaging overt resistors in change champion networks. design working groups or another key group. By including them in the process of change, they are more likely to become supporters as they feel that they have influence, and the change isn’t happening to them, but with them.

Communicate openly and transparently: Provide clear and consistent communication about the reasons for change, its objectives, and how it will impact individuals or teams. Open communication fosters trust and trust builds resilience.

Provide support and resources: Offer support mechanisms such as training, coaching, or mentorship to help individuals develop the skills and confidence needed to adapt to change successfully. Providing resources and guidance demonstrates organisational commitment to facilitating a smooth transition.

Highlight benefits and opportunities: Clearly articulate the potential benefits and opportunities that the change presents for individuals, teams, and the organisation as a whole. Help individuals envision how the change aligns with their personal or professional goals and aspirations.

Equip leaders to lead by example: A leaders behaviour sets the tone for others. If a leader demonstrates any resistance to the change, this will be noticed and potential emulated by the people that they lead. Leaders must be provided with adequate information, coaching and support to ensure that they understand and support the change and in turn, visibly demonstrate adaptability, resilience, and positivity throughout the change process.

Celebrate progress and successes: Acknowledge and celebrate milestones, achievements, and successes along the way, no matter how small. Recognising progress reinforces positive behaviours and motivates individuals to continue moving forward despite challenges.

Encourage feedback and adaptation: Create opportunities for individuals to provide feedback, share their experiences, and suggest adjustments as needed. Emphasise the importance of continuous learning, iteration, and adaptation in navigating change effectively.

Conclusion

Resistance to change is a natural response to the uncertainty and disruption that accompany new initiatives or transitions. However, by understanding the underlying reasons for resistance, actively identifying its presence, and employing targeted strategies to address it, organisations and individuals can navigate change more effectively. By fostering open communication, providing support and resources, highlighting benefits, and leading by example, resistance can be overcome, paving the way for growth, innovation, and success.

Raphael May