How to Overcome Team Resistance During Organizational Change
When a company introduces new rules, tools, or strategic directions, it is almost always met with resistance. And that's normal. Employees fear losing stability, don't see the point of change, or don't trust those who initiate it.
According to Harvard Business Review, the most common reasons for resistance include fear of losing status and being overloaded with responsibilities. People are not opposed to change itself—they are opposed to the fact that change may deprive them of their confidence, influence, or even their jobs.
A study by McKinsey & Company adds that most decisions are made by employees not rationally, but based on emotions and deep beliefs. This means that even logically justified transformations can cause resistance if people's psychology—their need for stability, recognition, and trust—is not taken into account.
Is change part of your strategy? Then it is important not only to implement new things, but also to understand what exactly scares people. This is where effective resistance management begins.
If you are interested in strategic planning, we also recommend reading this article.
What is resistance to change, and how to identify it
Resistance to change is a natural reaction of a team to a transformation that goes beyond the familiar. In the context of an organizational environment, it is not always negative. Often it is a signal of mistrust, of fear of losing status, or of a lack of understanding of why anything needs to be changed at all.
Forms of resistance: from loud to hidden
- Active resistance is the most noticeable. It manifests itself through open criticism, arguments at meetings, direct complaints about changes, or even sabotage.
- Passive resistance is less obvious. It includes delaying deadlines, refusing to participate in new processes, or ignoring new instructions.
- Covert resistance is the most dangerous because it goes unnoticed. People agree outwardly but sabotage behind the scenes: for example, they perform tasks formally or deliberately avoid responsibility.
How resistance manifests itself in everyday work
- A noticeable drop in productivity for no apparent reason.
- Cynical or ironic comments during meetings.
- Ignoring initiatives, refusing to give feedback.
- Delays in tasks, even among responsible team members.
- Invisible sabotage: for example, employees do not share important information, do not pass on knowledge, or do not provide proper training to new team members.
Sometimes it seems that employees are “saying nothing”, but silence can be a key indicator that the team has lost trust or does not understand the meaning of the changes.
For example, in 2017, General Electric began a large-scale restructuring aimed at reducing costs and transitioning to a more flexible management model.
The changes were met with significant resistance: middle managers feared losing their status, and employees feared losing their familiar routine. The company's response was not to push the initiatives from the top down, but to involve the team in planning the changes at every level. GE held a series of dialogue sessions and local initiatives, which allowed the transformation to become part of the culture. The result: savings of over $2 billion in the first year!
Why is it important to identify resistance before it builds up?
Early detection of resistance is a chance to adapt the plan before the company loses momentum. Ignoring even passive signals can lead to a loss of trust, a breakdown in team cohesion, and ultimately, change failure. Therefore, the first thing a leader should do is not push change by force, but learn to hear the silence, analyze behavior, and talk to people before distance arises.
5 strategies that work
There is no universal recipe for overcoming resistance to change—every team is unique. However, there are proven strategies that significantly reduce the risk of sabotage and keep the team focused on a common goal.
Research such as Prosci offers five practical approaches that work in business.
1. Transparent communication from day one
A clear explanation of “what”, “why”, and “what's next” is the key to trust. If employees don't understand the reasons for change or perceive it as a threat, they will resist.
For example, in the early 2000s, IBM conducted an internal information campaign before large-scale automation. Managers publicly explained the goals of the transformation, which reduced tension within the team. The result: revenue grew from $48 billion in 2001 to $58 billion in 2003.
2. Involve the team in the change process
Changes imposed from above are met with resistance. Involving employees in planning and implementation gives them a sense of control and responsibility, especially when using the SMART method.
During a large-scale transformation in 2017, ADNOC merged its subsidiaries and introduced new technologies. Employees were actively involved in the changes through communication sessions and training, which ensured trust and support.
3. Training and support during the transition period
Change is stressful. Without training and clear support, the team will feel abandoned. Training reduces anxiety and increases efficiency.
When Netflix transitioned from DVD rentals to a streaming model, employees were systematically trained in new processes and technologies. As a result, the company became a global leader in streaming services.
4. Small steps, not all at once
Pilot projects allow you to test changes without pressure. This allows teams to adapt and reduces the risk of mass resistance.
At PayTabs, changes were implemented gradually in 2020: new services were tested in one team before being scaled up. This approach helped the business adapt during COVID-19.
5. Recognition and rewards for adaptation
Teams are more willing to support change when they see that their efforts are noticed. Public recognition and simple rewards strengthen motivation.
In the Journey program at Corus Strip Products UK, changing behavior through recognition was a key element. Every positive example of a new approach to safety or collaboration was publicly recognized, which helped shape a new culture.
How to proceed
It is important to note that all these strategies only work when the manager acts consistently and the team receives support and time to adapt. Change is not a one-time event, but a process that requires leadership, communication, and trust.
What doesn't work: common mistakes
Even the best initiatives can fail if basic principles of change management are ignored. Often, it is “good intentions” without a deep understanding of the team's reactions that increase resistance. Below are the key mistakes that reduce the effectiveness of transformations.
Lack of clear communication about “why”
When management does not explain why changes are happening, employees start to speculate, and not in the company's best interest. Rumors, fears, and suspicions arise. The result is resistance that could have been avoided with a single high-quality all-hands meeting.
Top-down changes without team involvement
Decisions made only by top management and communicated to the team rarely generate enthusiasm. People don't feel involved and therefore don't support the changes. This model regularly leads to open or covert sabotage.
Ignoring emotional reactions
Assuming that the team will react rationally to change is one of the most common and dangerous mistakes. Anxiety, fear, and fatigue are all real barriers to transformation. By ignoring them, managers themselves reinforce resistance.
Lack of support after the start of change
The changes have been announced—but what next? Without support, training, working tools, or simply “live” support, employees are left to face the difficulties alone. This causes frustration and undermines trust in the entire initiative.
Focusing only on structure, not people
Updating the organizational structure, processes, or technologies is only part of the change. Without working on behavior, values, and roles within the team, the transformation will be superficial. People remain “behind the scenes”, and the changes do not take root.
Conclusions
Resistance to change is not an obstacle, but an indicator: the team does not understand, accept, or trust something. It cannot be “broken”, but it can be reduced through proper communication, gradual implementation, employee engagement, and training. The best strategies only work when leaders act consistently, support people, and maintain transparency in every decision.
Successful transformations always start with trust!
FAQ
Why do employees resist even when change is beneficial?
Resistance to change is often based not on logic, but on emotions—fear of losing stability or influence. Without proper communication and employee involvement, even beneficial changes can cause resistance.
How soon after the announcement of changes does resistance emerge?
The first wave of resistance can be seen in the first few days in the form of cynicism, passivity, or questions about “why is this necessary.” Timely involvement and explanation reduce the level of resistance.
Is it possible to overcome resistance if the changes have already started with mistakes?
Yes, but you will have to rebuild trust through additional team involvement, retraining, and revising the change plan. Honestly acknowledging mistakes reduces employee resistance.
What tactics should not be used during transformations?
Coercion, manipulation, or ignoring team signals only increases resistance.
It is better to opt for transparent planning, employee participation, and negotiations with opinion leaders in the team.
How can you tell that resistance is already taking on a hidden form?
Signs include delays, ignoring new processes, and “accidental” mistakes. In such situations, it is important to review the level of communication and re-engage employees in the reorganization process.
Inna Shapravska