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

The Greek philosopher Heraclitus once said, “The only constant in life is change.” 

In this article, we’ll explore the psychology behind why we resist change, break down 7 common types of resistance you’re likely to encounter in the workplace, and equip you with practical strategies to overcome each one.

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 a work context, it refers to employees’ reluctance or refusal to accept changes in organizational policies, processes, or structures.

This resistance can manifest in many ways, from subtle foot-dragging to straight-up defiance. Resistance to change isn’t always a bad thing, but left unchecked, it can become as scary as a Dementor in Harry Potter.

Psychological research^{1https://pubmed.ncbi.nlm.nih.gov/12940408/} has found that individuals vary in their tendency to resist change across four key areas:

1. Comfort with routine: Some people strongly prefer familiar routines and feel unsettled by changes to their daily work patterns.
   
2. Emotional response to change: Individuals differ in how emotionally reactive they are when faced with changes imposed by others, such as management.
   
3. Flexibility in thinking: Some people find it more challenging to adapt their thought processes and consider new perspectives when confronted with change.
   
4. Long-term vs. short-term perspective: The ability to see beyond immediate disruptions and focus on long-term benefits varies among individuals.

Resistance is a natural part of the change process (so natural, in fact, that a whole field exists to manage change in the workplace). It can serve as quality control, helping identify flaws in proposed changes. It also shows that employees are engaged, even if that engagement is initially negative. Some resistance helps maintain stability, preventing organizations from changing too rapidly.

Why Do We Resist Change?

Our aversion to change is rooted in human psychology and biology. Key reasons include:

1. Fear of the unknown: Change triggers our brain’s threat detection system.
   • Example: When a company announces a merger, employees may resist due to uncertainty about their job security, new roles, or changes in company culture.
2. Loss aversion: We feel losses more acutely than equivalent gains.
   • Example: Employees might strongly oppose a new flexible work policy that reduces office days, focusing more on the loss of daily in-person interactions than the potential benefits of working from home.
3. Cognitive biases: The status quo bias makes us irrationally prefer things to stay the same.
   • Example: A team might resist adopting a new, more efficient project management software, preferring to stick with their familiar but outdated system.
4. Threat to self-efficacy: New skills requirements can make us doubt our competence.
   • Example: When a company introduces advanced data analysis tools, long-time employees might resist learning these new skills, fearing they won’t be able to perform as well as they did with old methods.
5. Disruption of habits: Change forces us out of comfortable routines.
   • Example: Shifting from a traditional 9-to-5 schedule to flexible hours might be met with resistance from employees who have built their daily routines around the fixed schedule.

Now, let’s take a look at some of the most common types of resistance to change! We’ll break each one down before giving you some actionable steps on how to overcome it—both from a manager and an employee perspective.

7 Types of Resistance to Change and How to Overcome Them

What type of resistance are you feeling? Here is what you can try:

The Skeptic: “This will never work.”

I often doubt the effectiveness of proposed changes. I’ve seen initiatives fail before and I’m convinced this one will too. My skepticism comes from experience. While some see me as negative, I believe my perspective can be valuable if used constructively. I can help identify potential pitfalls, but I recognize my skepticism might sometimes hold us back from positive changes.

Example: When a marketing firm decides to implement a new customer relationship management (CRM) 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. This will be no different.”

How to deal with it:

• As a manager: Create a “lessons learned” document comparing past failures to the current plan, highlighting specific improvements. 
• As an employee: Keep a change journal to document your concerns and observations, then review it weekly to identify which fears were unfounded.

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

I’m comfortable with how things are now. I’ve mastered our current processes and I’m good at what I do. New changes make me nervous—what if I can’t adapt? I worry about losing my expertise or standing in the team. It’s not that I don’t want to improve, I just prefer the security of what I already know.”

Example: A manufacturing company decides to adopt 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, and these new processes will just slow us down.”

How to deal with it:

• As a manager: Pair them with a mentor who successfully navigated a similar change to provide personalized guidance and support. 
• As an employee: Set a weekly stretch goal to try one new aspect of the change, gradually expanding your comfort zone.

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

I’m already stretched thin with my current workload. This change feels like another burden on my already full plate. It’s not that I’m against improving things, I just don’t know how I’ll find the time or energy to adapt. I’m genuinely concerned about my capacity to take on anything new right now.

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

How to deal with it:

• As a manager: Conduct a time audit of their current tasks and collaboratively identify low-value activities that can be eliminated or delegated. 
• As an employee: Create a change priority list, ranking change-related tasks by importance and tackling them in order.

Do you often feel overwhelmed? It doesn’t have to be that way! Check out our resource here:

[How to Fight Burnout: 3 Steps to Get Unstuck]

The WIIFM “What’s In It For Me?”

When I hear about changes, my first thought is ‘How will this affect me?’ I need to see clear personal benefits before I can get on board. It’s not that I don’t care about the bigger picture, but I’m naturally focused on what it means for my role and my future. If I can see how it benefits me, I’m much more likely to support and drive the change.

Example: A large retail chain decides to implement a new inventory management system. Mike, a store manager, is hesitant. “This seems like a lot of work and retraining. How will this new system make my job easier or help me advance in the company?”

How to deal with it:

• As a manager: Develop a personal growth plan that outlines how embracing the change will lead to specific skill development and career advancement opportunities. 
• As an employee: Identify three ways the change could benefit you personally and set goals to leverage these opportunities.

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

I’m wary of leadership’s real intentions behind this change. There’s probably a hidden agenda we’re not being told about. My suspicion comes from past experiences where things weren’t as they seemed. I find it hard to take what management says at face value. I want to believe in the change, but I can’t shake the feeling that there’s more to it than we’re being told.

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 deal with it:

• As a manager: Establish a change oversight committee with employee representatives to ensure transparency and address concerns throughout the process. 
• As an employee: Volunteer for the change oversight committee or request to shadow decision-makers to gain insight into the change process.

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

I nod along in meetings and say I’m on board with the changes, but when it comes to actually implementing them, I tend to drag my feet. I might try the new way for a bit, but I often find myself slipping back into old habits when no one’s watching. It’s not that I’m trying to be difficult; I just find it easier to stick with what I know. I don’t like confrontation, so I prefer to quietly do things my way rather than openly oppose the changes.

The Passive Resister outwardly agrees but then fails to implement changes or reverts to old ways when no one’s looking. This type of resistance can be particularly challenging because it’s less visible and direct.

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

How to deal with it:

• As a manager: Implement a buddy system where they’re paired with an enthusiastic adopter who can provide peer support and gentle accountability. 
• As an employee: Set daily reminders to use the new system/process and reward yourself for consistent adoption.

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

I’m not afraid to speak up when I think a change is a bad idea. I openly criticize plans I disagree with and I’m not shy about sharing my concerns with others. Some might see me as disruptive, but I believe it’s important to voice opposition when I see potential problems. I feel it’s my responsibility to bring issues into the open where they can be properly addressed, even if it means rocking the boat.

Example: A tech startup decides to shift 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 deal with it:

• As a manager: Task them with leading a “devil’s advocate” team to critically examine the change plan and propose constructive improvements. 
• As an employee: Challenge yourself to find and share one positive aspect of the change for every criticism you voice.

Tips for Managers to Overcome Resistance to Change with Teammates

Resistance to change can manifest in ways that don’t necessarily fit into the 7 boxes we highlighted above. As such, consider these general strategies to help create a change-friendly environment and minimize resistance across the board:

Develop a Comprehensive Communication Plan

Clear, consistent, and frequent communication is the foundation of successful change management (and, really, pretty much everything in work and life). 

A well-structured plan ensures that everyone stays informed and engaged throughout the process.

Action Steps:

1. Create a Change Communication Calendar: Develop a week-by-week calendar outlining all communication touchpoints, including dates, channels, audiences, messages, and responsible team members. Review and update regularly based on feedback.
2. Establish a Multi-Channel Feedback Loop: Set up various channels for employee input, such as 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.

Form Cross-Functional Change Teams

Involving employees from various departments in the change process fosters ownership, reduces resistance, and leads to more comprehensive solutions.

Action Steps:

1. 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.
2. Implement a Change Champion Program: Train influential employees from each department to be “Change Champions,” acting as liaisons and providing on-ground support. Recognize their efforts through development opportunities or rewards.

Develop a Comprehensive Training Program

Ensure employees have the skills and knowledge needed to adapt to the change. A well-structured training program reduces stress and increases confidence in new processes or technologies.

Action Steps:

1. Conduct a Skills Gap Analysis: Survey employees to identify current skill levels and areas for improvement. Use this data to create targeted training modules that address specific needs across different roles and departments.
   
2. Implement a Blended Learning Approach: Combine various training methods such as e-learning modules, in-person workshops, and on-the-job practice sessions. Create a learning schedule that allows employees to balance training with their regular work responsibilities.

Have Leadership Visibly Adopt New Technologies or Processes First

Leaders should model the behavior they want to see, demonstrating commitment to the change and showing that everyone is part of the process.

Action Steps:

1. 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.
   
2. 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 the changes and demonstrate their commitment to the process.

Set Up a System to Track and Publicize Milestones

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

Action Steps:

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

You can also use more fun incentive programs! Check out our article here: 16 Employee Incentive Tips You (Maybe) Haven’t Thought of Yet

Train Managers in Active Listening and Constructive Response to Criticism

Equipping leaders with the skills to handle feedback effectively creates an environment where employees feel heard and valued, encouraging open dialogue about the change.

Action Steps:

1. 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.
2. 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.

Review and Adjust Performance Metrics

Ensure that organizational systems align with the desired change to avoid conflicting incentives that could hinder change efforts.

Action Steps:

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

Frequently Asked Questions (FAQs) About Resistance to Change

Embracing the Winds of Change

Change may be uncomfortable, but it’s also the key to growth, innovation, and staying competitive in today’s rapidly evolving business landscape. By understanding the psychology behind resistance and equipping yourself with strategies to overcome it, you can help your company smoothly sail through the winds of change.

Here’s a quick reminder of the 7 main types of resistance to change, and the key to addressing them:

1. The Skeptic: “This will never work.”
   • Acknowledge past failures and provide concrete evidence of potential success
2. The Comfort Zoner: “But we’ve always done it this way.”
   • Emphasize long-term benefits and provide ample support during transition
3. The Overwhelmed: “I don’t have time for this.”
   • Break changes into manageable steps and provide resources to ease the transition
4. The WIIFM (What’s In It For Me?): “How does this benefit me?”
   • Clearly communicate personal benefits and align change with individual goals
5. The Distruster: “I don’t trust management’s motives.”
   • Be transparent about reasons for change and involve employees in the process
6. The Passive Resister: “Sure, whatever you say.” (But doesn’t follow through)
   • Set clear expectations and follow up regularly to ensure implementation
7. The Vocal Opponent: “This is a terrible idea and here’s why…”
   • Listen to concerns openly and channel their passion into constructive problem-solving

Remember, change in the workplace (and life more broadly) is inevitable! Understand that and you’ll begin to view change less as a nuisance and more as an opportunity to learn, grow and reach new heights. 

Are you in a leadership role and looking to guide your team through impending change? Take your change management skills to the next level with our in-depth guide here!