What are the most common reasons interviewees resist change?

1 Fear of the unknown

One of the most common reasons why interviewees resist change is fear of the unknown. They may worry about how the change will affect their skills, their performance, their relationships, or their identity. They may also feel anxious about the uncertainty and ambiguity that comes with change. To help interviewees overcome this fear, you can use MI techniques such as affirming their strengths, expressing empathy, and exploring their goals. You can also provide information and examples that show how the change can benefit them and what support they will receive during the transition.

2 Loss of control

Another common reason why interviewees resist change is loss of control. They may feel that the change is imposed on them without their input or consent. They may also feel that they have no influence over the outcome or the process of the change. To help interviewees regain a sense of control, you can use MI techniques such as asking open-ended questions, reflecting their feelings, and eliciting their ideas. You can also involve them in the decision-making and planning of the change, and give them choices and options whenever possible.

3 Habit and comfort

A third common reason why interviewees resist change is habit and comfort. They may prefer to stick to what they know and what they are good at, rather than learning new skills or adapting to new situations. They may also value stability and consistency over innovation and growth. To help interviewees break out of their comfort zone, you can use MI techniques such as challenging their assumptions, highlighting the discrepancy between their current and desired state, and evoking their curiosity and interest. You can also show them how the change can align with their values and vision, and how they can leverage their existing skills and experience.

4 Lack of trust

A fourth common reason why interviewees resist change is lack of trust. They may doubt the credibility or the intention of the change agent, whether it is you, their manager, or their organization. They may also question the feasibility or the necessity of the change, or the evidence or the logic behind it. To help interviewees build trust, you can use MI techniques such as demonstrating respect, honesty, and transparency, acknowledging their concerns and objections, and providing feedback and recognition. You can also share success stories and testimonials that illustrate the positive impact and the outcomes of the change.

5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?