Part 1: “Resistance to Change” – A problematic diagnosis for failed transformations

When leading global consulting firms analyse the reasons behind the failures of organisational transformations, 'resistance to change' is frequently cited as the primary culprit. This framing often suggests that employees are the main reason these efforts don’t succeed—as if the people receiving the change are the problem.

But let’s pause and think about that for a moment. Is this really the right way to frame it?

I believe this narrative is flawed. Saying that people "resist change" puts the blame squarely on the shoulders of the very people expected to make change happen. It implies malice or stubbornness, which doesn’t align with the reality I’ve seen in the organisations I've helped transform.

"Is it resistance? Or a change just too fast for people to keep up with?"

Most people aren’t inherently against change. In fact, if they understand why an organisation is changing, if they see how it aligns with their values or a purpose they believe in, they are more than willing to get behind it. People join positive causes all the time (like environmental sustainability efforts, social justice campaigns, or even corporate missions that align with their values). They rally around meaningful movements.

What these reports often label as 'resistance' isn’t about opposition to change itself; it’s about how quickly and how often people are asked to change. It’s not resistance, and it’s not even inertia. The reality is that any complex change movement involving people is viscous by its very nature. There’s a built-in friction in how people adapt to new environments, processes, and expectations. So, I’d argue it’s more about viscosity — a natural human struggle to keep up with the relentless pace of change. We’re talking about the friction that comes from the sheer volume of change hitting people all at once. That’s not resistance; it’s overwhelm.

"So you mean to say people do not resist change?"

Of course they do! But that's not the main reason why transformations fail. In any organisation, there will be individuals who resist change, often for valid reasons. Some might not grasp the vision or direction the company is taking, or perhaps they understand it but simply don’t agree with it. A smaller number might resist because the change threatens their job or livelihood, and an even smaller minority might resist out of malice or incompetence.

But here’s the crucial point: all these reasons combined cannot be cited as the number one reason why transformations fail. The real problem is that those who are simply struggling to keep up with the pace of change are often lumped in with active resistors or detractors. By doing so, the very root cause is overlooked, thanks to a flawed narrative and an overly simplistic analysis by the big consultancies.

"So what's the real problem here?"

Here’s the thing: big consultancies (don't make me name them), sell “transformations-in-a-box.” They promise fast, sweeping changes with a pre-packaged approach. Why? Because they need to show immediate returns on the hefty investments made by the change sponsors. These changes are costly, aggressive, and designed to happen quickly.

But here’s the kicker: these approaches often don’t leave room for the most critical factor – the people. The pace is set by consultants, not by the employees who have to live and breathe these changes every day. The result? A mismatch between the speed of change and people’s capacity to adapt.

"Let's pause and recuperate!"

Drawing from evolutionary biology, we understand that adaptation is a gradual process. Organisms evolve over time, aligning with the pace of environmental changes. Similarly, employees need time not only to adapt but also to stabilise, integrate, and optimise these changes before being introduced to new ones.

This natural cycle of change, absorb, pause, and recuperate is crucial yet often overlooked due to the economic pressures of consulting fees and the rush to deliver quick results. This relentless pace can lead to burnout and transformation fatigue, where changes are neither sustainable nor beneficial in the long term.

'A more empathetic approach to change'

Instead of labelling people as “resistant,” we need to recognise what’s really happening: “viscosity due to pace of change.” This isn't about resisting change; it's about people needing time to absorb it, pause, and recuperate before moving on to the next challenge.

What if, instead of pushing rapid, one-size-fits-all transformations, we slowed down to match the pace at which people can truly adapt and thrive? What if we focused on creating environments where employees are engaged early on, where change happens incrementally, and where we build in feedback loops to see how people are feeling along the way?

This isn’t just semantics; it's a call for empathy in how we manage change. Organisations need to stop blaming employees for struggling with the pace of change and start designing transformations that consider their capacity to adapt. Let’s stop selling change as something to be done to people and instead co-create it with them.

Because when people feel heard, understood, and supported, they don’t resist change – they drive it. And that’s exactly what leads to transformations that last. By empowering employees to take ownership of change, you ensure that transformation doesn’t just happen fast—it happens right.

At Agilitie, we believe in partnering with our clients for real, meaningful change. Sometimes, that means hitting pause to let organisations embed the changes before moving forward, ensuring your people can adapt and thrive, not just survive. After all, the goal isn’t to rush the journey but to get there in a way that sticks—while being both meaningful and sustainable.

#OrganisationalChange #BusinessTransformation #ChangeManagement #Leadership #EmployeeEngagement #SustainableChange #CollectiveIntelligence #Agilitie

If you're looking for a partner who believes in real, sustained change, not just quick fixes, reach out to Agilitie. We’re committed to transformations that last and are meaningful for both your organisation and your people.