Author: David Frampton
Understanding Resistance: What’s Behind the Pushback?
Resistance to change isn’t just a simple “no.” It often arises from broken trust, poor communication, or a lack of clarity about the change’s purpose. Imagine being asked to jump into something new without fully understanding the ‘why.’ Wouldn’t you hesitate too?
Rather than dismissing resistance, businesses should see it as a valuable feedback mechanism. Employees might be raising legitimate concerns that can strengthen your change strategy if addressed.
Key Frameworks to Evaluate Resistance
Understanding resistance requires structured approaches to identify its sources and underlying dynamics. These frameworks offer practical ways to diagnose resistance and lay the groundwork for tailored solutions.
1. Lewin’s Change Model
Lewin’s model is one of the most widely used frameworks for understanding and managing change. It breaks the process into three phases:
Unfreeze
- Evaluate the current state to identify what’s causing resistance, such as fear of job loss or unclear communication.
- Create awareness of the need for change by clearly articulating why the status quo is no longer viable.
- Engage stakeholders early to address misconceptions or fears directly.
Change
- Introduce new processes, tools, or behaviours while minimising resistance through training and support.
- Encourage feedback loops to address ongoing concerns or obstacles.
Refreeze
- Stabilise new ways of working by reinforcing them through policies and rewards.
- Celebrate small wins to maintain momentum and morale.
This model emphasises that resistance is natural, particularly during the “unfreeze” stage, and highlights the need to prepare people emotionally and practically.
2. Force Field Analysis
Kurt Lewin’s Force Field Analysis is another powerful tool for assessing resistance. It visualises change as a balance of driving forces (factors that push change forward) and restraining forces (factors that hold it back).
Steps to Apply
- Identify Driving Forces: These could include market demands or technological advancements.
- Identify Restraining Forces: Examples include employee fears or entrenched processes.
- Strengthen Drivers: Offer incentives or share success stories to motivate change.
- Reduce Restrainers: Provide training, improve communication, or offer emotional support.
This framework makes it easy to visualise what’s working for or against change and helps prioritise actions that tip the balance in favour of progress.
3. Kotter’s 8-Step Process for Leading Change
This model offers a comprehensive, step-by-step approach to overcoming resistance:
- Create a Sense of Urgency: Clearly communicate why change is necessary and urgent.
- Build a Guiding Coalition: Form a team of influential leaders to champion the change.
- Develop a Vision and Strategy: Provide a roadmap for success.
- Communicate the Vision: Consistently share the goals and benefits of the change.
- Empower Broad-Based Action: Remove barriers like outdated systems or norms.
- Generate Short-Term Wins: Demonstrate progress with quick victories.
- Consolidate Gains: Use early successes to drive deeper transformation.
- Anchor Changes in the Culture: Make new behaviours part of the organisational identity.
By following this process, resistance can be addressed systematically at every stage, ensuring smoother transitions.
4. Piderit’s Multidimensional View
Sandra Piderit’s framework highlights resistance as a multidimensional concept:
Cognitive Resistance
- How do employees think about the change? Misalignment with their values, lack of understanding, or perceived impracticality can all contribute.
- Example: Employees might feel a new software system doesn’t align with their current workflow, leading to scepticism.
Emotional Resistance
- What feelings does the change evoke? Fear, anger, or anxiety often drive emotional resistance.
- Example: Staff may worry about losing autonomy or job
Intentional Resistance
- How willing are employees to act on the change? Even if they understand and agree with the need for change, they may lack the motivation or resources to participate.
- Example: Employees may not follow through because they feel overburdened or unsupported.
Piderit’s model highlights the importance of addressing all three dimensions simultaneously. For instance:
- Provide clear, logical arguments to address cognitive concerns.
- Offer emotional support to ease anxieties.
- Empower employees with resources and training to encourage action.
5. McGuire’s Inoculation Theory
This framework, adapted from persuasion research, focuses on preparing individuals for resistance before it even arises:
- Proactive Addressing: By introducing employees to potential objections and offering counterarguments, organisations can "inoculate" them against resistance.
- Practical Example: When rolling out a new system, highlight common concerns (“I’ll never learn this software”) and address them head-on with supportive responses (“Training will ensure you’re confident in no time”).
These frameworks provide structured ways to diagnose, evaluate, and address resistance. Whether you’re analysing forces at play with Force Field Analysis, addressing emotions with Piderit’s model, or following the structured steps of Kotter’s process, each offers unique insights into managing change.
The key is to adapt these models to your organisation’s unique context and continuously involve stakeholders in the process. After all, change isn’t just about processes and systems—it’s about people. By understanding their concerns and addressing them thoughtfully, you can turn resistance into a valuable asset for long-term success.
Note: While these frameworks provide a comprehensive approach to understanding and addressing resistance to change, their full depth and application are beyond the scope of this article.
How to Overcome Resistance: Practical Strategies That Deliver Results
Managing resistance to change doesn’t have to feel like a battle. By shifting perspectives and adopting thoughtful strategies, you can not only manage resistance but also turn it into a resource for success. Here are some proven, actionable steps:
1. Ask the Right Questions
Resistance often stems from fear, uncertainty, or lack of clarity. Asking the right questions—and addressing the answers proactively—can dispel doubts and build trust:
- What will this change mean for me personally?
- Will my role or job security be impacted?
- Can I trust the leadership to follow through on promises?
Taking the time to answer these questions directly helps employees feel seen and reassured, laying the groundwork for confidence and collaboration.
2. Communicate Transparently
Clear, honest communication is your strongest tool for overcoming resistance. Here's how to make it work:
- Explain the 'Why': Articulate the reasons for the change and its expected benefits, not just for the organisation but also for employees.
- Acknowledge Challenges: Avoid sugar-coating. Authenticity about potential difficulties builds credibility and trust.
- Stay Consistent: Deliver the same message across all levels of the organisation to avoid confusion or mixed signals.
3. Engage Employees in the Process
People are far more likely to support what they help create. Involve them in the change process to foster ownership and reduce resistance:
- Seek Input: Ask employees for feedback on implementation strategies and listen actively to their ideas.
- Turn Criticism into Solutions: Encourage employees to voice concerns, then collaborate with them to turn those concerns into actionable improvements.
Engagement doesn’t just reduce resistance—it transforms employees into champions of change.
4. Rebuild Trust Where It’s Been Lost
If trust has been eroded by past failures or unkept promises, rebuilding it is critical. Leaders should:
- Own Up to Mistakes: Acknowledge where things went wrong before and express a commitment to do better this time.
- Demonstrate Consistency: Follow through on promises and maintain transparency throughout the change process.
Trust isn’t built overnight, but consistent actions will reinforce credibility over time.
5. Leverage Resistance as a Resource
Resistance doesn’t have to be an obstacle—it can be a valuable feedback mechanism. Employees raising concerns are often deeply invested in the organisation’s success. Use this energy constructively:
- Refine Change Initiatives: Incorporate employee feedback to improve plans and address overlooked issues.
- Spot Blind Spots: Resistance often highlights risks or gaps that need attention.
Reframing resistance as an opportunity for improvement can transform a challenge into a strategic advantage.
6. Empower Leaders to Lead the Charge
Managers and leaders play a pivotal role in navigating change. Equip them with the skills and tools to:
- Listen Empathetically: Encourage leaders to understand the emotions and concerns behind resistance.
- Address Resistance Constructively: Train managers to approach resistance with curiosity rather than defensiveness.
- Maintain Messaging Consistency: Ensure all leaders communicate the same vision and goals to avoid mixed signals.
Effective leadership is key to fostering trust and guiding employees through uncertainty.
By adopting these strategies, resistance to change becomes less about obstacles and more about opportunities. When employees feel heard, informed, and engaged, they shift from resisting change to driving it forward. The result? A more resilient organisation ready to thrive in the face of transformation.
Conclusion: Turning Resistance Into a Competitive Advantage
Resistance to change is not simply a barrier—it’s a compass pointing to areas that need attention. It arises from emotions, misaligned perspectives, or unmet needs, which, when acknowledged, provide a unique opportunity to improve processes and build trust. By approaching resistance strategically, businesses can turn scepticism into support, doubts into dialogue, and obstacles into opportunities.
Change isn’t just about new systems or processes; it’s about people. When employees feel included, informed, and valued, they become active participants rather than passive resistors. Using proven frameworks such as Lewin’s Change Model, Kotter’s 8-Step Process, and Piderit’s Multidimensional View, organisations can diagnose resistance and craft solutions that empower their teams to adapt and thrive.
Embrace resistance as part of the journey rather than an obstacle to avoid. It’s in these moments of challenge that organisations often discover their greatest strengths and achieve their most meaningful growth. Are you ready to turn resistance into resilience? By applying these strategies and frameworks, you can lead your team through change with confidence and purpose, ensuring a future of collaboration and success.
