Introduction
As a leader, you may wonder how much resistance is 'normal' during an organisational change. It is a tempting thought to quantify resistance, as if it were a number you could enter into a spreadsheet. The honest answer, however, is simpler and more complex at the same time: 100% of your people will experience some form of resistance. Resistance is a fundamentally human response to uncertainty. The goal is therefore not to eliminate resistance, but to understand it, engage with it and put its energy to productive use.
Reframe your perspective: resistance is not an enemy, but data
The first step is a mental shift. Resistance is not a sign of revolt, but a form of energy. Apathy and indifference are far more dangerous to your change initiative. When employees show resistance, they care about their work, their team and the organisation. This resistance is valuable data that tells you precisely:
- Where the communication falls short.
- What people truly value and fear losing.
- Where the practical flaws in your change plan lie.
- Who your most passionate employees are (even if they now disagree with you).
The spectrum of 'normal' resistance
Instead of a percentage, it is more useful to see resistance as a spectrum of behaviour. With every change you will see a mix of the following responses:
- Healthy scepticism: Employees ask critical questions and point out potential risks. This is not obstruction, but free quality control. It shows commitment and the wish to make the change succeed.
- Passive resistance: This manifests itself in procrastination, 'forgetting' new procedures or quietly falling back into old habits. It indicates uncertainty or a lack of trust. This is very normal, but an important signal that the change risks getting bogged down.
- Vocal opposition: Employees complain openly, argue why the change is a bad idea and sometimes form coalitions. This behaviour stems from a fear of loss (of status, competence, control) and needs to be heard in order to understand the core of the problem.
- Active undermining: This is the danger zone. Think of deliberately withholding information or spreading rumours. This is less common and often points to deeper problems such as a broken relationship of trust with management.
A 'normal' situation means you experience a mix of all this. If the majority of your team falls into the first two categories, you are in a typical change journey. A large group in the last category is a sign that there is more going on than just resistance to this specific change.
Factors that influence the intensity of resistance
The nature and intensity of resistance are not random. They are directly influenced by several factors:
- The nature of the change: The greater the impact on daily routines and roles, the greater the resistance.
- The history of the organisation: A past of failed or poorly managed changes leads to 'change fatigue' and cynicism.
- The change process itself: A top-down imposed change without any say or clear communication about the 'why' is guaranteed to generate more resistance.
- Human psychology: The fear of losing control, the fear of not being competent in the new situation and the disruption of social ties are the deepest drivers of resistance.
Your concrete action points
Stop counting resistance and start categorising it. Understand where the behaviour comes from.
Treat scepticism as a valuable source of feedback. Listen to understand, not to refute.
Give people control over the 'how'. Involve them in designing training, workflows and new team norms.
Openly acknowledge what people lose. Validate their feelings of uncertainty or frustration. Empathy builds the trust needed to move forward.
We excel at guiding organisations through change. Feel free to get in touch whenever you'd like to exchange ideas.
