What is resistance to change?
Resistance to change refers to the reactions, attitudes, or behaviors that slow down, challenge, or limit the adoption of a change. It can be explicit—criticism, opposition, or refusal—but it can also be much more subtle: withdrawal, doing the bare minimum, hesitation to commit, or reverting to old habits.
This resistance is not automatically a lack of willingness, an attitude problem, or an irrational refusal to change.
It can express very concrete questions: What will I lose? Will my role change? Will I be able to adapt? Why now? Does my experience still have value?
Researchers Shaul Oreg and Noga Sverdlik point out that reactions to change are not limited to two positions—accepting or resisting. They can take many forms, including commitment, ambivalence, withdrawal, opposition, or initiative, and can evolve over time.
Before trying to reduce resistance, you must understand what it is expressing.
Why do employees resist change even when they understand it?
Understanding a decision is not the same thing as being ready to live through it.
The preparation for change, or change readiness, refers to the degree to which an individual, team, or organization believes that change is necessary, achievable, and sufficiently supported.
1. Does the change make sense?
An organization may clearly explain what is going to change, but neglect to explain why the status quo is no longer acceptable. If the decision seems disconnected from the reality on the ground, employees are likely to interpret it as just another passing priority.
2. Do I know what this means for me?
An announcement may seem clear to management while leaving gray areas in the daily lives of employees: responsibilities, necessary skills, habits to abandon, or evaluation criteria. Change becomes real when everyone seeks to answer this question: "What does this change in practical terms for my work?"
3. Do I believe we are capable of successfully making this change?
Employees assess whether the organization has the necessary time, resources, and support. They also evaluate their own ability to adapt. A useful tool can still be a source of anxiety for someone who is insufficiently trained.
The work of Armenakis, Harris, and Mossholder distinguishes readiness for change from resistance and highlights the credibility of those leading the change. Rafferty, Jimmieson, and Armenakis add that this readiness is both rational and emotional, and that it is built at the individual, collective, and organizational levels.
The real challenge, therefore, is not always to reduce resistance. It often consists of increasing readiness for change.
What is the manager's role in the face of resistance to change?
During a transition, the manager becomes the primary point of contact. Employees turn to them to understand what the decision means in their reality.
Their role is not to know everything or to "sell" the change at any cost. Instead, they help their team distinguish between:
- what we know;
- what we do not yet know;
- what has already been decided;
- what we can still influence.
This clarity reduces room for interpretation. Because a manager's silence during a period of uncertainty leaves a void that assumptions will quickly fill.
The manager must revisit the direction, translate the change into daily life, and listen without immediately trying to refute. They can acknowledge a concern without promising that everything will be changed. Listening does not mean abandoning the decision; it helps identify what could compromise its implementation.
If employees fear that a concern will be interpreted as negativity, some resistance will remain invisible. Our article on psychological safety explains why speaking frankly helps prevent roadblocks.
Regarding this hands-on role: Mobilizing a team starts with the manager, not the activity.
How do you shift from "getting buy-in" to "fostering participation"?
Getting employees to participate doesn't mean asking them to decide whether a change will happen. That decision has often already been made by the organization. However, they can influence how it is implemented in their daily work.
Managers can specifically ask them:
- What might slow us down?
- What needs to be clarified?
- Which habits will be the hardest to break?
- What should we adapt in the way we work?
- How will we know we are making progress?
These questions reveal pain points that management doesn't always see. The team can then move forward in small cycles: try, observe, adjust, repeat. Progress builds confidence; difficulties become useful information.
Ownership rarely begins when employees can choose the change. It begins when they understand the influence they have over its implementation.
Managing change is a core leadership skill
No organization can eliminate all uncertainty or resistance. It can, however, better prepare its managers to address them.
Supporting change requires skills that can be developed: understanding human reactions, communicating through uncertainty, clarifying expectations, and maintaining direction when the landscape shifts.
The training Corporate Change Management by Latulippe helps managers and teams develop this capacity: reading reactions better, intervening with precision, and supporting long-term adoption.
Frequently asked questions about resistance to change
How do you manage resistance to change within a team?
You need to understand what is fueling the reaction, clarify the "why" and the impacts of the change, listen to concerns, and give employees real influence over its implementation, without implying that every decision is up for renegotiation.
What is the manager's role in change management?
The manager translates change into day-to-day operations. They clarify expectations, address concerns, and create opportunities for participation while maintaining a consistent direction.
What is the difference between resistance to change and readiness for change?
Resistance describes certain reactions that slow down, question, or limit the adoption of a change. Readiness for change, on the other hand, refers to the degree to which people believe the change is necessary and achievable, and that they have the skills and support required to participate in it.
Change cannot be mandated; it must be guided
Let’s go back to the employee from the beginning.
Returning to the old method isn't enough to conclude that they refuse to change. Perhaps they don't yet see how the process will improve things, don't feel competent with the tool, or don't know exactly what is expected of them.
An organizational decision can be announced in minutes. Adopting it, however, requires time, clarity, participation, and consistent support.
Resistance is not always an obstacle to be eliminated. It can be the first clue as to what your team needs to move forward.
External references
- Oreg, S. and Sverdlik, N. (2026). Responses to Organizational Change: Evolution of the Concept, Established Findings, and Future Directions. Annual Review of Organizational Psychology and Organizational Behavior, 13, 387–413.
- Rafferty, A. E., Jimmieson, N. L., & Armenakis, A. A. (2013). Change Readiness: A Multilevel Review. Journal of Management, 39(1), 110–135.
- Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating Readiness for Organizational Change. Human Relations, 46(6), 681–703.
