Change Resistance: It's Not What You Think

As CEO of 英可思 , I've guided our company through many changes and transformations. We've rolled out new services, implemented process overhauls, navigated major market shifts … you name it.

If done right, such transformations drive innovation, growth, and resilience. But often, even with the most inspiring visions comes the conception that "People will resist change."

So, why are we so terrified of change even though we understand its importance in today's ever-shifting business landscape?

Years of handling complex transformations have shown me that it's not about the change itself but the fear of the unknown. Even more precisely – as Andrew O'Keeffe highlighted it in 'Hardwired Humans' (Roundtable Press 2011):

It’s about an ancient, deeply ingrained instinct - avoiding loss.

The Instinct vs Logic

People don't fight change because they can't see the benefits. They fight because, deep down, they're perceiving loss.

Avoiding loss—whether financial, emotional, or a question of control—is a powerful instinct woven into our survival toolkit. Our ancestors who played it safe lived to see another day.

Imposed change, the kind you didn't initiate yourself, triggers that instinct. Logic and long-term benefits are often brushed aside.

When faced with something new, teams (and most people, actually) often push back instinctively. And so, change management becomes a battle to persuade people that this shift is ultimately for the best. We focus on selling the benefits until we're blue in the face.

Does it work? Not in the long run.

So, how do we turn resistance into acceptance, or better yet, enthusiasm?

Leadership: Set the Tone, Shape the Response

The style of leadership adopted during change plays a massive role.

Leaders must realistically assess an initiative's urgency, size, and complexity. A more directive style may be temporarily necessary if a major, potentially disruptive change is essential. But whenever possible, a consultative or collaborative approach fosters a sense of ownership that combats the fear of loss.

Regardless of the style, it's essential that change leaders candidly examine and communicate impact.

This isn't simply listing project milestones. It's understanding how each stakeholder group will be affected. You can't address fears you haven't identified. If you can't (or won't) do this, you put the entire change initiative in jeopardy.

Teams that feel unseen or caught off-guard are far more likely to dig in their heels.

Inclusive Communication

Too often, communication focuses on the "winners" of the change. Early adopters get the spotlight, reinforcing the feeling among the hesitant that they're being left behind.

True success lies in targeting the sources of resistance.

Why are people feeling a loss? Address those pain points head-on.

Here is how to approach it:

• Planning: Don't just plan the "what" and the "when" of a change. Assess the impact on each group and how the benefits will materialise. Then, resource the steps needed to make those benefits a reality.
• Engagement:?Each stakeholder needs tailored communication based on their needs, concerns, and potential resistance triggers. Encourage early adopters to become peer influencers.
• Communication & Feedback: Segment your messaging according to stakeholder groups. It's not just volume; it's accuracy! Then, actively solicit feedback. You can't know if a message works if you don't ask.
• Adjustment: This is a never-ending dance. Success is won by understanding and responding to the underlying fear of loss, which can resurface at any time. Fund change management to continue well past the "go live" phase—that's where the benefits live.

When Theory Meets Reality: Real-World Examples

Let me share two illustrations of this thinking in action:

• Retirement Plan Rollout: Years ago, I spearheaded a government-mandated retirement plan rollout – a situation ripe for resistance. Our early focus on long-term benefits fell flat. When we investigated, we discovered a widespread fear of reduced take-home pay. So, we emphasised personal choice about contribution levels and heavily promoted the employer matching scheme. People still paid less upfront, but the perception of control was the key to breaking down resistance.
• The Pandemic Panic:?Remember the early days of COVID-19? Supermarkets became scenes of chaos as people stockpiled goods. No amount of rational messaging from authorities could quell the panic buying, fuelled by a deep-rooted fear of scarcity and loss.

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Change is inevitable. Resistance doesn't have to be. Let's rethink our approach and create spaces where our teams feel informed and empowered throughout the journey.

Change management is a passion of mine. I'm always delighted to discuss it, so if you'd like to chat, leave a comment below, DM me, or call me at +61 412 121 673.

#changemanagement #leadership #innovation #businesstransformation #growth