Resistance to change: What it is and how you can overcome it
Have you ever noticed that some change processes run smoothly, while others get stuck? The reason for this is often resistance. In this blog post, we will guide you through what resistance is, how it arises and, above all, how you can address it to facilitate change within your organisation more effectively. By managing resistance consciously, it will no longer be an obstacle, but rather an opportunity to gain deeper insight into the dynamics of change and how best to guide it.
What is resistance?
Resistance is a subtle yet powerful energy that can slow down or even completely halt a change process. It manifests in behaviours, attitudes, or feelings that work against change. While resistance is often viewed negatively, it is important to see it as a signal: something is happening that requires attention.
Resistance can be described as ‘opposition’ or ‘defiance’, or ‘a force that opposes another force’. In change processes, this ‘force’ often acts as a natural reaction to uncertainty or fear. People do not always know what to expect, and this provokes resistance. This is something you, as a leader and facilitator of change, must be vigilant about.
Why does resistance occur?
Change always carries risks, particularly when it concerns someone's role within an organisation. People fear that they may lose their position or control due to the changes. Or perhaps they simply do not believe in the proposed change. Hidden fears and interests often lurk behind that resistance. These may relate to loss of autonomy, work situations no longer feeling like 'their' territory, or the impact on their professional identity.
Furthermore, misunderstanding plays a major role. When employees lack sufficient insight into the reasons for the change or do not know exactly what to expect, the risk of resistance increases. Resistance often arises from a lack of engagement or feeling unheard.
How do you deal with resistance?
Effectively addressing resistance requires patience, understanding, and open communication. Here are some steps you can take to reduce resistance:
Listen actively
Create a safe environment where stakeholders can express their concerns. This is best done in a one-on-one conversation, away from group dynamics and potential embarrassment. Make the other person feel that their concerns matter and that you are taking the time for them.Identify the resistance
It is better to identify the resistance than to work around it. Identify the source of the resistance and verify whether you have understood it correctly. Inquire further without making assumptions and be curious about what lies beneath the surface.Summarise and verify
Once you have heard the concerns, summarise them. This gives the other person the feeling that they are understood and helps you to verify whether you have genuinely addressed the core of the problem. Note: summarising does not mean you have to agree, but that you provide space for the other person's experience.Seek solutions
Now that you have a good understanding of the resistance, work together on solutions. This may mean making compromises or offering new perspectives. If you cannot reach a shared solution, you can always decide to “agree to disagree” with mutual understanding as the basis for further steps.
What often goes wrong?
In many organisations, people skip the first three steps and go straight to seeking solutions. This is a missed opportunity. Suppose an employee says they have no time for change, it is tempting to dive into practical solutions like time management. But what if the underlying fear is that the change threatens their position? Then you focus on the wrong issue and continue to miss the cause of the resistance.
Create an open situation
The key to effectively removing resistance is an open conversation. You create an environment where people feel safe to share their real concerns and fears. This may take a little more time, but it lays a foundation for sustainable solutions and prevents resistance from reoccurring later.
It is important that you, as a leader or facilitator, ask targeted questions and listen empathetically. Only then can you discover the root of the resistance and address it constructively.
In summary
Resistance is a natural part of any change process. How you handle it determines the success of the change. By listening, acknowledging resistance, and working together on solutions, you can reveal hidden fears and interests and remove obstacles that impede change. Ultimately, it is about creating mutual understanding and an open attitude, making change something that is collectively embraced rather than imposed. In this way, you build sustainable progress within your team and organisation.
