Change Without Resistance

When we embark on a change initiative, we often hear the question, “How can we make changes without causing any resistance?” Our response is simple: Why would you want that in the first place? Preventing or avoiding resistance is not a desirable goal. The real question is: How can we deal with resistance in the right way?

Resistance is not the enemy – it can actually be your ally in implementing change effectively and constructively. The origins of resistance in a change process are easy to understand. Resistance is the natural reaction to any change, even when someone has made the decision themselves. After all, people just prefer to keep everything the same as it always was.

Resistance often intensifies when individuals feel powerless to influence the outcome. The less control they perceive, the more they push back. But the truth is, the impact of change is the real driving force behind resistance. The more a transformation affects someone’s daily life, job security, or working conditions, the more they will resist it.

Finally, the degree to which the change has been effectively communicated and justified plays a critical role. When there is a lack of attention to explaining the rationale and benefits, resistance is more likely to take hold. After all, change can be unsettling, but it also has the power to get people thinking and moving in new directions.

Dealing with resistance

Resistance can be helpful to you. It can never be the reason to abandon a well thought-out change plan, but can actually be regarded as an invitation to understand what’s going on in the organisation. Forcing through the change and/or ignoring resistance is not the answer. Realise that those who propose change have it easy. Those who must change are the ones who bear the consequences. such as, for instance, changing habits, learning new skills or uncertainty around job security. It all deserves respect and attention.

Different types of resistance

Resistance consists of 2 elements:

• Rational and realistic: this type of resistance is based on legitimate opinions and arguments. These provide input for the (next) steps that need to be taken. There is no reason not to include them in the planned change.
• Irrational resistance: this resistance is based on the feeling of being forced to do something. At this juncture it’s important to reduce tension and to start listening, ensuring that people feel a part of the change instead of seeing it as something that just happens to them.

Resistance is not an enemy but a friend

When it comes to driving change, the worst thing you can do is to fight against resistance and forcefully push it through. Resistance will only grow stronger and go underground, where it becomes even more difficult to address. Instead, you want to create an atmosphere where people feel empowered to voice their concerns openly.

Resistance should be given the space it needs, and different perspectives should be reconciled. It’s crucial to understand what’s really going on within the organisation and ensure that all concerns are addressed during the change process. By informing, discussing, and dialoguing with people, as well as actively listening to their opinions and involving them in the process, you can bring them into the change and make it a collaborative effort.

Points to consider in change processes

• Resistance doesn’t mean that change can’t be successful. Take your time and take other perspectives seriously
• Distinguish between rational, realistic resistance and irrational resistance and choose the right approach for both
• Think in advance about how those involved can play a role in decision making and where they could potentially be influential
• Make an action plan that gives insight into how everyone could be included in and/or informed about the change