Resistance: feedback in disguise

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Are you experiencing resistance with your organisational change? If this feels frustrating, you’re not alone. But here’s an interesting thought: what if that resistance isn’t just a headache? What if it’s actually trying to tell you something valuable?

What resistance is telling you

When people push back, it often means that something isn’t working with your approach. For example:

  • The vision or case for change isn’t clear or compelling.
  • Your leadership isn’t strong enough.
  • Your messaging isn’t hitting the mark.
  • You don’t have the right people involved.
  • Your understanding of people and business impacts is incomplete.
  • Your timing isn’t right.
  • You’re not providing enough support or training.

The secret language of resistance

Resistance doesn’t always show up as a loud “no.” Sometimes it’s more subtle, like:

  • That awkward silence in meetings when you’re expecting discussion.
  • Those water cooler conversations and negative side comments.
  • People getting hung up on details instead of seeing the big picture.
  • An increase in complaints and pushback on ideas.
  • Low engagement in project activities.
  • People quietly avoiding new systems or processes.

What happens when you don’t listen

It can be tempting to push through resistance and hope it goes away. After all, you have deadlines to meet and targets to hit. But ignoring those warning signs usually backfires. Your people start to check out, trust takes a hit, and people might appear to go along with the change while quietly working against it.

Even worse? You miss out on valuable insights that could make your change more successful. And when you make a change successfully, you’re not just getting things done—you’re contributing to a culture of innovation.

Why people really push back

People usually don’t resist change just to be difficult. When you dig deeper, their concerns typically fall into one of these themes:

  • The Knowledge Gap: I don’t understand enough about this change.
  • The Personal Impact: How will this affect my day-to-day work?
  • The Resource Squeeze: How are we supposed to fit this in with everything else?
  • The Ripple Effect: What about the impact on my colleagues or other systems and processes?
  • The Innovation Spark: I actually have some ideas that might work better.

For more insight on why people might struggle with your change, see our article, Change: evolution or revolution?

Turning resistance into gold: your action plan

When you spot resistance, try this approach:

  1. Get curious: Instead of frustration, lead with questions like, “Tell me more about your concerns.”
  2. Listen for the wisdom: Ask, “What risks do you see that I might have missed?”
  3. Look for patterns: Are you hearing similar concerns across different teams?
  4. Create safe spaces: Provide forums and channels for people to voice their concerns.
  5. Show you’re listening: Adjust your plans based on what you learn.

Learning from resistance: two case studies

The curious case of the questioning procurement officer (The Knowledge Gap)

A procurement officer kept raising questions and risks about a new purchasing system. Instead of dismissing her concerns, her manager asked, “What’s unclear about how this will work?”

The revelation? While basic processes were documented, there was nothing about handling complex scenarios. By listening, the manager discovered a crucial gap in their training materials. The result? The officer helped develop more comprehensive guides and became their star trainer.

The “resistant” manager who wasn’t (The Resource Squeeze)

When a leader heard one of her managers was resisting a new initiative, she took a different approach. Over coffee, she asked him, “Help me understand—what could make this fail? What would help make it work?”

It turned out his team was swamped with audits. By listening, the leader learned it wasn’t about resistance; it was about timing. She adjusted the rollout schedule, and that manager became one of the change’s biggest champions.

Prevention is better than cure

Want to minimise resistance before it starts? Make sure you have:

  • A clear vision and picture of the future that your people understand.
  • A compelling case for change backed by strong leadership.
  • A robust plan that will engage and support stakeholders, communicate clearly, manage business impacts, and ensure readiness.

Get help if you need it from an experienced change management advisor, like ChangeEffect.

The bottom line

Resistance is not your enemy—it’s vital feedback in disguise. When you take the time to understand where people are coming from, you’re not just solving problems; you’re building trust and creating change that actually sticks.

Remember, it takes courage for people to voice their concerns. And resistance usually isn’t a “them” problem, it’s a “you” problem. As a leader, it’s your responsibility to understand what’s happening beneath the surface and address it head-on.

So the next time someone pushes back, ask yourself: “What am I missing here?” The answer might be exactly what you need to hear.

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Written by Carly Marriner