What’s Really Driving Resistance to Change?

Resistance to change is one of the most significant barriers organizations face during transformations. But here’s the thing – resistance doesn’t always stem from the change itself. It’s often rooted in how the change is communicated, implemented, and managed. It may manifest subtly – through missed meetings, passive behavior, or disengagement. But this quiet resistance is just as damaging. To overcome it, leaders must address its root causes – fear, mistrust, and lack of clarity – while cultivating an environment of safety, transparency, and open communication.

Understanding Resistance to Change

Resistance to change is more than just a challenge – it’s an opportunity to better understand your organization and its culture. While it’s easy to blame the change itself, the underlying causes often lie in how the change is managed. Fear of the unknown, loss of control, and a lack of trust in leadership are all common drivers of resistance. 

Leaders often mistake resistance for disloyalty, but in reality, it is one of the most valuable forms of feedback. When recognized and addressed correctly, resistance provides critical insights into the gaps in your approach – whether it’s communication, alignment, or leadership. By treating resistance as a signal rather than an obstacle, leaders can pinpoint what’s working and what’s not, and make the targeted adjustments needed to drive more successful outcomes. 

However, resistance doesn’t always present itself in the form of open conflict. Sometimes it’s silent – no questions, no pushback, no engagement. This silence, though subtle, is just as revealing. It’s a form of avoidance, often driven by fatigue, mistrust, or quiet dissent. These passive signals of resistance can be just as damaging as overt opposition, and they’re often harder to identify. The key is to recognize that silence signals deeper issues that need to be addressed, whether it’s a lack of clarity, fear about the future or a breakdown in trust.

Overcoming Resistance to Change

Psychological safety is a key factor that can either enable or hinder success. Employees need to feel safe to speak up without fear of judgment. When teams operate in an environment where they feel their voices matter, they’re more likely to engage, contribute valuable feedback, and innovate solutions. On the flip side, when psychological safety is lacking, employees tend to withdraw, stay silent, and resist, either passively or overtly. 

Leaders play a pivotal role in addressing resistance. They must not only communicate the reasons for change clearly but also foster trust and engagement throughout the process. This is where change sponsors come in – they’re the individuals who actively support and visibly champion the change, making the process more relatable and trustworthy for employees. Without visible sponsorship, even the best-planned transformations can fall flat. 

Beyond formal sponsorship, influencer networks are critical to successful change. Leaders must understand who holds informal power and influence within the organization, as resistance often hides in these networks, not in formal structures. Instead of relying solely on project-based change agents, investing in a permanent network of change champions can help build cultural continuity, accelerate adoption, and foster long-term organizational resilience.  

Strategies for Overcoming Resistance

1. Foster psychological safety: Create a safe environment where employees can express concerns and challenge ideas without fear. Encourage open dialogue and embrace mistakes as learning opportunities. When employees feel heard, they’re more likely to contribute meaningfully to the change process.¹
   

2. Tailor communication and engagement to drive impact: Effective communication goes beyond simply informing employees about the change – it’s about ensuring the message resonates with each group. A one-size-fits-all approach rarely works. Leaders must clearly explain the “why” behind the change and how it impacts different stakeholders. To increase relevance and foster trust, customize the messenger, the messaging, and the level of support (coaching, peer advocacy, etc.) for each group. This ensures that each segment of the organization feels heard, valued, and equipped to embrace the change.
   

3. Engage change sponsors and leaders early: Leaders must visibly commit to the change. Engaged sponsors are not just figureheads – they actively lead by example, communicate the change vision, and inspire others to follow. The more leaders show up consistently and visibly, the more they influence others to buy into the change. This visible commitment helps build trust and momentum, especially during times of uncertainty.²
   

4. Leverage influencer networks: To accelerate change, identify and engage key influencers – those individuals with informal power who can sway opinions and shape outcomes. By mapping these networks, you can target the right individuals who can drive buy-in and overcome resistance. Engaging influencers early ensures broader support and strengthens the adoption of change initiatives across the organization.
   

5. Involve employees in the process: Resistance decreases when employees feel like active participants in the change process. Instead of dictating the changes, invite employees to contribute their ideas, feedback, and concerns. Involve them early on through focus groups, surveys, or workshops. This collaborative approach fosters a sense of ownership and makes employees feel more invested in the transformation.

Resistance to change isn’t a roadblock – it’s an opportunity for growth. When addressed strategically, it provides critical insights that guide the transformation process and build stronger, more resilient organizations. Rather than viewing resistance as an obstacle, leaders should embrace it as a signal to listen, learn, and adapt. With the right approach – centered on trust, transparency, and inclusive leadership – resistance can become the catalyst for meaningful, successful change.   

Have a question or thought about making change work for your organization? Hit reply; I read every note.

Thanks for reading.

~Andrea

Citations

1. Building Psychological Safety in Times of Change, https://www.nepf.co/insights/building-psychological-safety 

2.  Change Sponsors: The Transformation Trailblazers, https://www.nepf.co/insights/change-sponsors-the-transformation-trailblazers