Author: Nadia Leonard
Change is inevitable. But that doesn’t make it easy. Businesses push forward with transformation, yet resistance remains a major challenge. It’s often mistaken for reluctance or refusal to adapt. In reality, it’s about more than just opposition—it’s about uncertainty, perceived losses, and disruption.
To manage change effectively, organisations must understand why people resist it.
Resistance to change doesn’t just slow things down—it can derail entire projects. Productivity dips, processes become inefficient, and delays pile up as employees struggle to adapt. Poorly handled change also erodes trust in leadership. When communication is unclear and concerns go unheard, employees disengage. Some leave.
At an organisational level, unmanaged resistance prevents innovation. It stops businesses from adopting new technologies, improving processes, and staying competitive. Addressing resistance isn’t just about reducing pushback—it’s about creating a workplace where change is seen as an opportunity, not a threat.
Resistance to change is hardwired. People crave stability, predictability, and control. When those are disrupted, they push back. Understanding the psychology behind resistance is the key to managing it.
People fear loss more than they value gain (Kahneman & Tversky, 1979). Employees often focus on what they might lose—job security, autonomy, expertise—rather than potential benefits. Uncertainty feels riskier than staying the same, even when change is positive.
How to fix it:
Frame change around what employees gain. Show them how it benefits their career, skills, and daily work. Communicate clearly and transparently about opportunities.
When new information conflicts with existing beliefs, people experience discomfort (Festinger, 1957). If an employee has spent years mastering a system, they may resist a new one—not because it’s bad, but because it challenges their expertise. Change can feel like a personal invalidation.
How to fix it:
Acknowledge past efforts. Show how the change builds on, rather than replaces, their knowledge. Give employees a role in shaping the transition.
People prefer the familiar—even when change is objectively better. The idea of learning something new or adjusting routines can feel overwhelming.
How to fix it:
Demonstrate quick wins. Introduce change in small, manageable steps. Make the new way feel rewarding early on.
Change isn’t just logical—it’s emotional. Fear of failure, anxiety about job security, and a loss of control all play a role. Employees who feel forced into change without input are more likely to resist.
How to fix it:
Prioritise open dialogue. Listen to concerns. Make employees part of the process. Change isn’t just about new systems—it’s about people.
Change resistance isn’t a dead end—it’s a natural response. When managed well, it can become a driver of transformation. Understanding the psychology behind resistance helps organisations address concerns, engage employees, and create a culture where change isn’t feared but embraced.
At VSLS, we help businesses navigate change in a way that works for their people—not against them. If you’re ready to implement change strategies that actually stick, get in touch. Reach out to Nadia Leonard at nadia.leonard@vsls.com
