Why do teams resist change?
Change is rarely just about strategy, it’s deeply psychological. Human beings (and the teams they form) are wired to maintain homeostasis, or a sense of stability. In practice, this means that when leaders introduce new systems, processes, or expectations, resistance isn’t just possible – it’s inevitable.
Even in the most high-performing organizations, employees unconsciously resist change as part of human nature. That resistance can look like hesitation, skepticism, or even conflict. For leaders, the key isn’t to avoid resistance, but to anticipate it and plan accordingly.
(For more on how leadership stress intersects with organizational change, see our blog: Burnout and Change Management: What Happens When the Pace Outruns the Leader).
What triggers resistance in employees?
Anytime leaders propose change, it automatically activates the insecurities inside the psychology of their team members. In fact, a recent study, From Resistance to Readiness: The Impact of Leadership, Trust, and Communication in Change Management, found that trust, communication, and leadership style are key levers in moving a team from resisting change to embracing it.
- Some fear failure in a new system.
- Others worry their authority or influence will diminish.
- Still others cling to “the way we’ve always done it” because it feels familiar.
Leaders should remember that the introduction of change doesn’t always bring out the best in people. Sometimes, it temporarily brings out their worst.
Client Story: When Resistance Almost Derailed Growth
I once worked with a mid-sized family business preparing for a major digital transformation. The leadership team knew new technology was necessary to stay competitive, but the staff, many of whom had been with the company for decades resisted.
One manager became openly defiant, dismissing the changes in front of her team. Another avoided implementation meetings entirely, preferring to “wait it out.” The resistance wasn’t because they lacked skill or loyalty, it was because the change threatened their sense of security.
By creating a space where leaders could openly acknowledge the resistance, name the fears, and address them head-on, the company eventually turned that resistance into a catalyst for growth. Many of the same employees who initially resisted became champions of the new system – once they felt seen, heard, and supported.
(This echoes insights from our blog on Family Business Dysfunction: How to Manage Team Conflicts, where old relational patterns often reappear in professional settings.)
How can leaders effectively address resistance?
The most effective strategy is not to ignore resistance, but to make the covert overt. By speaking openly about the fact that resistance is normal and expected, leaders can reduce defensiveness and create a healthier dialogue.
Practical steps include:
- Naming the resistance. Acknowledge it out loud to disarm its power.
- Inviting honest dialogue. Encourage your team to share fears without judgment.
- Setting consistent expectations. Change management requires ongoing communication, not one-time announcements.
- Bringing in outside support. A skilled executive coach with psychological expertise can help leaders design a change program that addresses both business strategy and human dynamics.
How does resistance become an opportunity for growth?
When resistance is surfaced and addressed productively, it shifts from being a barrier to becoming a learning moment. Individuals begin to notice their own triggers and reactive patterns. With support, those same insecurities can transform into opportunities for self-awareness and professional growth.
At Flourish, we often use scientific leadership assessments like the Leadership 360 Assessment to help leaders and teams identify these dynamics quickly. When leaders know exactly where the gaps are, they can respond with clarity and confidence.
FAQ: Resistance and Change Management
Q: Is resistance always a bad thing?
Not at all. Resistance signals where fears or insecurities live. Once addressed, these can become powerful entry points for team growth.
Q: What if resistance feels personal?
Remember, resistance usually reflects your team member’s fear—not their feelings toward you. Approaching it with empathy can prevent escalation.
Q: How can leaders prepare themselves?
Developing emotional agility (see our blog: Emotional Agility: A Leadership Imperative) helps leaders flex their style to meet the needs of each stakeholder during times of change.
Resistance is human. But when leaders understand the psychology behind it and respond with both strategy and empathy, change becomes less of a battle and more of an opportunity.
As Peter Senge, author of The Fifth Discipline, once said:
“People don’t resist change. They resist being changed.”
The difference is profound. And with the right support, you can lead your team through resistance into growth.
Ready to turn resistance into opportunity?