Resistance to Change: 7 Types and How to Deal With Them

A famous saying often credited to the Greek philosopher Heraclitus goes: “The only constant in life is change.”

Yet research shows^{1https://pubmed.ncbi.nlm.nih.gov/12940408/} that most people actively resist it. Only 38% of employees were willing to support organizational change in 2022—a dramatic drop from 74% just six years earlier.

The problem isn’t that employees are stubborn. The problem is that change triggers genuine psychological and biological responses that most managers never learn to address. Whether you’re leading a change initiative or navigating one as an employee, understanding resistance to change is essential for success.

This guide breaks down the psychology behind why we resist change, identifies seven common resistance personas you’ll encounter in the workplace, and provides actionable strategies for both managers and employees to overcome resistance constructively. By the end, you’ll have practical tools to transform resistance from a roadblock into valuable feedback that strengthens your change process.

By the end, you’ll be armed with the knowledge and tools to navigate change like a pro!

What Is Resistance to Change?

Resistance to change is the tendency to oppose or avoid alterations to the status quo. In the workplace, it shows up as employees’ reluctance—or outright refusal—to accept new organizational policies, processes, or structures. This resistance can range from subtle foot-dragging to vocal opposition.

In organizational behaviour, resistance to change represents a natural human response to perceived threats to established routines, relationships, and competencies. It manifests differently across individuals and teams, but the underlying psychology remains consistent: our brains are wired to conserve energy and avoid uncertainty.

Resistance isn’t automatically negative. Organizations even have entire teams dedicated to managing workplace change because some pushback actually serves a purpose.

Psychological research^{1https://pubmed.ncbi.nlm.nih.gov/12940408/} has identified four key dimensions where individuals vary in their tendency to resist change:

Comfort with routine: Some people strongly prefer familiar patterns and feel unsettled by changes to their daily work.
Emotional response to change: Individuals differ in how much stress or anxiety they experience when facing imposed changes.
Flexibility in thinking: Some people find it harder to adapt their thought processes and consider new perspectives.
Long-term vs. short-term focus: The ability to see beyond immediate disruptions and focus on long-term benefits varies significantly.

Resistance can function as quality control, helping identify genuine flaws in proposed changes. It also signals that employees are engaged—even when that engagement initially appears negative. Some resistance helps maintain stability, preventing organizations from changing too rapidly without proper planning.

As change management experts Jeffrey and Laurie Ford note: “Resistance can be understood as the legitimate response of engaged and committed people who want a voice in something that is important to them.”

Why Do We Resist Change?

The aversion to change runs deeper than attitude—it’s rooted in human psychology and biology. Understanding what causes resistance to change helps managers and employees address it at its source rather than just treating symptoms.

The Brain’s Threat Response

When the brain perceives change, it often processes it as an error or threat. This activates the amygdala (the brain’s fear center) and diverts resources away from the prefrontal cortex, which handles logic and reasoning. The result? Even rational people struggle to process new information during times of uncertainty.

The brain also prefers “automaticity”—habits that require minimal mental energy. New processes demand high cognitive effort, creating genuine fatigue. This explains why even positive changes can feel exhausting during the implementation phase.

Five Core Drivers of Resistance

Fear of the unknown triggers the brain’s threat detection system. When a company announces a merger, employees may resist due to uncertainty about job security, new roles, or shifts in organizational culture. This fear isn’t irrational—it’s a protective mechanism that served our ancestors well but can become problematic in modern workplaces where change is constant.

Loss aversion makes people feel losses more acutely than equivalent gains. Research on Prospect Theory by Nobel laureate Daniel Kahneman and Amos Tversky demonstrates that humans weigh losses roughly twice as heavily as gains. This cognitive bias, documented in peer-reviewed studies, explains why employees might strongly oppose a new flexible work policy that reduces office days. They focus more on losing daily in-person interactions than on gaining the benefits of working from home. Loss aversion operates unconsciously, making it particularly challenging to address through logic alone.

Status quo bias creates an irrational preference for things to stay the same. A team might resist adopting more efficient project management software, preferring their familiar but outdated system simply because it’s what they know. This bias compounds over time—the longer a process has been in place, the stronger the resistance to changing it.

Threat to self-efficacy emerges when new skill requirements make people doubt their competence. When a company introduces advanced data analysis tools, long-time employees might resist learning these new skills, fearing they won’t perform as well as they did with old methods. This threat to job security and professional identity can trigger defensive behaviors that look like stubbornness but actually stem from fear.

Disruption of habits forces people out of comfortable routines. Shifting from a traditional 9-to-5 schedule to flexible hours might meet resistance from employees who have built their entire daily structure around fixed times. Breaking established habits requires sustained effort and creates temporary performance dips that feel threatening.

Organizational Sources of Resistance

Beyond individual psychology, resistance often stems from organizational factors:

Poor timing of change initiatives—launching major changes during already stressful periods amplifies resistance. Employees dealing with year-end deadlines or recent layoffs have limited capacity for additional adaptation.

Lack of trust in leadership creates skepticism about stated reasons for change. When employees have experienced broken promises or hidden agendas, they approach new initiatives with protective cynicism.

Inadequate resources for implementation frustrate even willing adopters. When employees lack time, training, or tools to succeed with new processes, their resistance reflects practical reality rather than attitude problems.

Conflicting priorities undermine change adoption. If performance metrics still reward old behaviors while leadership promotes new ones, employees receive mixed signals that breed confusion and resistance.

The Neuroscience Behind Resistance to Change

Understanding the brain science behind resistance helps explain why people resist change even when they intellectually understand its benefits. This isn’t weakness or stubbornness—it’s neurobiology.

The Amygdala’s Role in Change Resistance

The amygdala, often called the brain’s “alarm system,” evolved to detect threats and trigger protective responses. When employees encounter workplace changes, the amygdala can interpret unfamiliar situations as potential dangers—even when no actual threat exists.

This triggers the fight-flight-freeze response, flooding the body with stress hormones like cortisol and adrenaline. In this state, people become more reactive and less thoughtful. They may lash out at change (fight), avoid engaging with new processes (flight), or become paralyzed and unable to adapt (freeze).

Prefrontal Cortex Hijacking

The prefrontal cortex handles executive functions: planning, reasoning, and impulse control. When the amygdala activates strongly, it essentially “hijacks” resources from the prefrontal cortex. This explains why intelligent, capable employees sometimes respond to change announcements with seemingly irrational resistance.

During this hijacked state, people struggle to:

Process complex information about why change is necessary
Evaluate long-term benefits versus short-term discomfort
Generate creative solutions to implementation challenges
Regulate emotional responses in meetings and conversations

The Habit Loop and Automaticity

Neuroscientist research reveals that habits form through a loop: cue, routine, reward. Once established, habits become automatic, requiring minimal conscious effort. The brain literally builds neural pathways that make familiar behaviors feel effortless.

New processes disrupt these pathways. Employees must consciously think through steps that previously happened automatically. This cognitive load creates genuine fatigue and temporary performance decreases—which can feel like evidence that the change is “bad” even when it’s simply unfamiliar.

Neuroplasticity: The Brain Can Change

The good news: neuroplasticity means brains can form new pathways at any age. With consistent practice, new processes eventually become as automatic as old ones. Understanding this timeline helps set realistic expectations—adaptation isn’t instant, but it is achievable.

Managers who understand neuroscience can design change processes that work with the brain rather than against it: providing safety cues to calm the amygdala, breaking changes into smaller steps to reduce cognitive overload, and allowing sufficient time for new neural pathways to form.

7 Types of Resistance to Change and How to Overcome Them

Beyond the psychological factors that affect everyone, resistance tends to show up in recognizable workplace personas. These seven archetypes aren’t clinical diagnoses—they’re common patterns that help identify what’s really driving someone’s pushback and how to address it effectively.

The Skeptic: “This will never work.”

The Skeptic doubts the effectiveness of proposed changes based on past experience. They’ve watched initiatives fail before and expect this one to follow the same pattern. Their skepticism often comes from genuine experience rather than mere negativity.

Example: When a marketing firm implements a new customer relationship management system, Sarah, a veteran account manager, immediately expresses doubt. “We tried something similar five years ago, and it was a disaster. It slowed us down and we lost clients.”

How to address it:

As a manager: Create a “lessons learned” document comparing past failures to the current plan. Highlight specific improvements and what’s different this time. Ask the Skeptic directly: “What would need to be true for this to work?” Their answer often reveals fixable concerns.
As an employee: Keep a change journal to document your concerns and observations. Review it weekly to identify which fears were unfounded and which raised legitimate issues worth raising. This practice helps you overcome resistance to change in your personal life by building self-awareness about your patterns.

The Comfort Zoner: “But I’ve always done it this way.”

The Comfort Zoner has mastered current processes and feels genuinely skilled at their work. New changes threaten that sense of competence. Their resistance isn’t about the change itself—it’s about losing their expertise and standing.

Example: A manufacturing company adopts lean manufacturing principles. Tom, a production line supervisor with 20 years of experience, resists. “Our current system works fine. Why fix what isn’t broken? I know this line like the back of my hand.”

How to address it:

As a manager: Pair them with a mentor who successfully navigated a similar change. Position their existing expertise as valuable to the transition—they know what works, which means they can spot what might break.
As an employee: Set a weekly stretch goal to try one new aspect of the change. Gradually expanding your comfort zone builds confidence without overwhelming your sense of competence.

The Overwhelmed: “I don’t have time for this.”

The Overwhelmed employee is already stretched thin. This change feels like another burden on an already full plate. Their resistance isn’t opposition to improvement—it’s genuine concern about capacity.

This persona often experiences change fatigue, a clinically recognized phenomenon. Research shows^{2https://www.gartner.com/en/human-resources/trends/workforce-change-fatigue} that 71% of employees feel overwhelmed by the amount of change at work, and those with high change fatigue are 54% more likely to consider leaving their jobs.

Change fatigue differs from simple tiredness. It’s a cumulative response to continuous organizational changes that depletes employees’ capacity to adapt. Symptoms include decreased engagement, increased cynicism, and reduced willingness to go above and beyond. Organizations that launch multiple change initiatives simultaneously often see resistance spike—not because any single change is problematic, but because the combined load exceeds employees’ adaptive capacity.

Example: A software company transitions to Agile development methodologies. Lisa, a project manager juggling multiple deadlines, pushes back. “I’m already working overtime to keep up with current projects. How am I supposed to find time to learn a whole new system?”

How to address it:

As a manager: Conduct a time audit of their current tasks. Collaboratively identify low-value activities that can be eliminated or delegated before adding new responsibilities. Consider the timing of your change initiative—launching during already-stressful periods amplifies resistance.
As an employee: Create a change priority list, ranking change-related tasks by importance. Tackle them in order rather than trying to adopt everything at once. Communicate your capacity constraints honestly rather than silently struggling.

Struggling with overwhelm beyond just this change? Check out: How to Fight Burnout: 3 Steps to Get Unstuck

The WIIFM: “What’s In It For Me?”

The WIIFM (What’s In It For Me) needs to see clear personal benefits before getting on board. They’re naturally focused on how changes affect their role and future. This isn’t selfishness—it’s practical thinking that, when addressed, often converts them into enthusiastic supporters.

Example: A retail chain implements a new inventory management system. Mike, a store manager, hesitates. “This seems like a lot of work and retraining. How will this new system make my job easier or help me advance?”

How to address it:

As a manager: Develop a personal growth plan that outlines how embracing the change leads to specific skill development and career advancement opportunities. Be concrete about the benefits.
As an employee: Identify three ways the change could benefit you personally. Set goals to leverage these opportunities rather than waiting for benefits to appear.

The Distruster: “I don’t trust management’s motives.”

The Distruster is wary of leadership’s real intentions. Past experiences have taught them that stated reasons often mask hidden agendas. Research indicates that 41% of employees cite mistrust in their organization as the primary driver of their resistance.

Their concerns about job security often drive this distrust. When previous “efficiency improvements” led to layoffs, employees learn to view change announcements with protective skepticism.

Example: A multinational corporation announces a digital transformation initiative. Jennifer, a mid-level manager, is skeptical. “Last time they talked about ‘digital transformation,’ it was just an excuse for layoffs. What aren’t they telling us this time?”

How to address it:

As a manager: Establish a change oversight committee with employee representatives to ensure transparency. Share decision-making criteria openly. When you can’t share something, say so directly rather than deflecting.
As an employee: Volunteer for the change oversight committee or request to shadow decision-makers. Direct access to information often resolves concerns faster than speculation.

The Passive Resister: “Sure, whatever you say.” (But doesn’t follow through)

The Passive Resister nods along in meetings but fails to implement changes. They may try the new approach briefly before slipping back into old habits when no one’s watching. They avoid confrontation but quietly maintain their preferred methods.

This type of resistance is particularly challenging because it’s less visible. Everything appears fine until you realize adoption hasn’t actually happened.

Example: A hospital implements a new electronic health record system. Dr. Johnson, a senior physician, attends training sessions but continues using paper charts, claiming he’ll “get around to learning the new system soon.”

How to address it:

As a manager: Implement a buddy system pairing them with an enthusiastic adopter who provides peer support and gentle accountability. Also consider whether their resistance reveals a genuine flaw in the implementation—sometimes passive resisters have spotted problems they don’t feel comfortable voicing.
As an employee: Set daily reminders to use the new system or process. Create small rewards for consistent adoption to build the habit.

The Vocal Opponent: “This is a terrible idea and here’s why…”

The Vocal Opponent openly criticizes plans they disagree with and shares concerns freely with colleagues. While some see them as disruptive, they believe voicing opposition serves the organization by bringing problems into the open. Their negativity, while challenging, often contains valuable insights.

Example: A tech startup shifts from a flat structure to a more hierarchical one as it grows. Alex, a long-time employee, vocally opposes this in team meetings. “This will kill our innovation and agility. We’re turning into just another bureaucratic dinosaur!”

How to address it:

As a manager: Task them with leading a “devil’s advocate” team to critically examine the change plan and propose constructive improvements. Channel their energy into making the change better rather than trying to silence them. Their concerns often contain valuable insights.
As an employee: Challenge yourself to find and share one positive aspect of the change for every criticism you voice. This builds credibility and ensures your concerns get heard rather than dismissed.

Tips for Managers to Overcome Resistance to Change

Resistance doesn’t always fit neatly into the seven personas above. These broader strategies help create a change-friendly environment and minimize employee resistance across your entire team. Learning how to manage resistance to change effectively is one of the most valuable leadership skills you can develop.

Develop a Comprehensive Communication Plan

Clear, consistent, and frequent communication forms the foundation of successful change management. A well-structured plan keeps everyone informed and engaged throughout the change process.

Effective communication reduces resistance by addressing the brain’s threat response. When employees understand what’s happening, why it’s happening, and how it affects them, their amygdala calms and their prefrontal cortex can engage constructively.

Action Steps:

Create a Change Communication Calendar: Develop a week-by-week calendar outlining all communication touchpoints—dates, channels, audiences, messages, and responsible team members. Review and update regularly based on feedback. Include multiple formats to reach different learning styles and preferences.
Establish a Multi-Channel Feedback Loop: Set up various channels for employee input: a dedicated email, weekly office hours, and an anonymous suggestion box. Monitor these channels, compile feedback, and share weekly summaries of key themes and actions taken. This demonstrates that employee voices matter and reduces the sense of change being “done to” rather than “done with” employees.
Front-load the “Why”: Before explaining what’s changing, invest significant time explaining why the change is necessary. Connect organizational needs to employee concerns. When people understand the reasoning, they’re more likely to engage constructively even if they have reservations.

As Harvard Business School professor John Kotter notes: “One of the most common ways to overcome resistance to change is to educate people about it beforehand.”

Form Cross-Functional Change Teams

Involving employees from various departments in the change process has three benefits. It builds ownership, reduces resistance, and leads to more comprehensive solutions. This approach also strengthens organizational culture by demonstrating that leadership values diverse perspectives.

Action Steps:

Assemble Strategic Change Teams: Create teams of 5-7 employees from different departments, each focusing on a specific aspect of the change. Give them clear objectives and decision-making authority with regular leadership check-ins.
Implement a Change Champion Program: Train influential employees from each department to be “Change Champions.” They act as liaisons and provide on-ground support. Recognize their efforts through development opportunities or rewards.

Develop a Comprehensive Training Program

Employees need the skills and knowledge to adapt to change. A well-structured training program reduces stress and increases confidence in new processes or technologies. Training programs should address both technical skills and the emotional aspects of adaptation.

Action Steps:

Conduct a Skills Gap Analysis: Survey employees to identify current skill levels and areas for improvement. Use this data to create targeted training modules addressing specific needs across different roles.
Implement a Blended Learning Approach: Combine e-learning modules, in-person workshops, and on-the-job practice sessions. Create a learning schedule that allows employees to balance training with regular work responsibilities.
Build in Practice Time: New process adoption requires repetition. Schedule protected time for employees to practice new skills without performance pressure. This reduces the cognitive load of learning while maintaining productivity.

Have Leadership Visibly Adopt New Technologies First

Leaders should model the behavior they want to see. This demonstrates commitment and shows that everyone is part of the process—not just frontline employees.

Action Steps:

Create a “Leaders as Learners” Program: Schedule dedicated time for leaders to learn and adopt new technologies or processes. Document their journey through blog posts or video updates shared with the entire organization.
Implement “Reverse Mentoring” Sessions: Pair executives with frontline employees who are quick adopters of the change. These sessions allow leaders to learn from those directly implementing changes and demonstrate their commitment to the process.

Track and Publicize Milestones

Recognizing and celebrating progress maintains momentum and morale. It provides tangible evidence that the change is working and worth the effort.

Action Steps:

Create a Visual Change Dashboard: Design an easily accessible dashboard (digital or physical) displaying key metrics and milestones. Update it regularly and make it a focal point in common areas or on the company intranet.
Implement a “Change Win of the Week” Program: Encourage teams to submit change-related successes weekly. Share the top story company-wide and reward the featured team with recognition.

Looking for more creative approaches? See: 16 Employee Incentive Tips You (Maybe) Haven’t Thought of Yet

Train Managers in Active Listening

Equipping leaders with skills to handle feedback effectively creates an environment where employees feel heard. This encourages open dialogue about change rather than underground resistance.

Action Steps:

Conduct Feedback Facilitation Workshops: Organize interactive training sessions for managers focused on active listening techniques and constructive response strategies. Include role-playing exercises simulating challenging feedback scenarios.
Implement a Feedback Follow-up Protocol: Establish a structured process for managers to acknowledge, document, and act on employee feedback. Require managers to provide updates on how feedback has been addressed, closing the loop with employees who voiced concerns.

Align Performance Metrics with Change Goals

Organizational systems must support the desired change. Conflicting incentives can undermine even well-planned change initiatives.

Action Steps:

Conduct a Metrics Audit: Review all existing performance metrics and identify those that may conflict with change goals. Involve department heads in redesigning metrics to support the new direction.
Implement Change Alignment Check-ins: Schedule quarterly reviews to assess how well performance metrics support the change. Use these sessions to make necessary adjustments and communicate changes clearly to all employees.

Best Practices for Preventing Resistance to Change

While some resistance is inevitable, proactive strategies can significantly reduce its intensity and duration. These best practices help organizations build change-readiness into their culture before specific initiatives arise.

Build a Culture of Continuous Improvement

Organizations that normalize ongoing small changes experience less resistance to larger transformations. When change becomes part of “how we do things here,” employees develop adaptive capacity.