Technique 1.233 Resistance-to-Response Assessment
Introduction
This technique is useful for assessing where you are on resistance scale (psychological, organisational and managerial) and provides some response strategies.
Instructions
- Rate each statement on a 1–5 scale:
1 = Strongly Disagree
2 = Disagree
3 = Neutral
4 = Agree
5 = Strongly Agree
- Higher scores indicate a stronger presence of a resistance driver
- Focus responses on high-scoring areas
Section A: Psychological Resistance
|
No. |
Assessment Statement |
1 |
2 |
3 |
4 |
5 |
|
1 |
People express anxiety about what the change means for them personally |
☐ |
☐ |
☐ |
☐ |
☐ |
|
2 |
There is visible discomfort with uncertainty or ambiguity |
☐ |
☐ |
☐ |
☐ |
☐ |
|
3 |
Staff feel they are losing control or influence |
☐ |
☐ |
☐ |
☐ |
☐ |
|
4 |
People fear they may lack skills or capability in the new environment |
☐ |
☐ |
☐ |
☐ |
☐ |
|
5 |
Strong emotional attachment to current ways of working is evident |
☐ |
☐ |
☐ |
☐ |
☐ |
|
6 |
Existing beliefs or assumptions are challenged by the change |
☐ |
☐ |
☐ |
☐ |
☐ |
Primary Response Strategies
- Increase clarity and predictability
- Provide choice, voice and influence
- Invest in capability building and confidence
- Create safe spaces for sense-making and emotional processing
Section B: Organisational Resistance
|
No. |
Assessment Statement |
1 |
2 |
3 |
4 |
5 |
|
1 |
The purpose and benefits of the change are not clearly understood |
☐ |
☐ |
☐ |
☐ |
☐ |
|
2 |
People feel excluded from decisions affecting their work |
☐ |
☐ |
☐ |
☐ |
☐ |
|
3 |
Existing culture or norms conflict with the change |
☐ |
☐ |
☐ |
☐ |
☐ |
|
4 |
Time, tools, or resources to support the change are insufficient |
☐ |
☐ |
☐ |
☐ |
☐ |
|
5 |
Employees show signs of exhaustion from too much change |
☐ |
☐ |
☐ |
☐ |
☐ |
|
6 |
Systems, processes or incentives contradict the desired change |
☐ |
☐ |
☐ |
☐ |
☐ |
Primary Response Strategies
- Strengthen the change narrative
- Increase participation and co-design
- Align structures, systems and incentives
- Pace change and actively manage change load
Section C: Managerial Resistance
|
No. |
Assessment Statement |
1 |
2 |
3 |
4 |
5 |
|
1 |
Trust in senior leaders driving the change is low |
☐ |
☐ |
☐ |
☐ |
☐ |
|
2 |
Leaders and managers send mixed or inconsistent messages |
☐ |
☐ |
☐ |
☐ |
☐ |
|
3 |
Managers lack skills or confidence to lead change conversations |
☐ |
☐ |
☐ |
☐ |
☐ |
|
4 |
The change feels imposed rather than invited |
☐ |
☐ |
☐ |
☐ |
☐ |
|
5 |
The future state is unclear or uninspiring |
☐ |
☐ |
☐ |
☐ |
☐ |
|
6 |
Emotional reactions are being ignored or dismissed by leaders |
☐ |
☐ |
☐ |
☐ |
☐ |
Primary Response Strategies
- Build leadership credibility and visibility
- Align leaders around a shared story
- Equip managers with tools, scripts and coaching
- Lead with empathy, listening and presence
Interpreting the Results
|
Pattern Observed |
What It Suggests |
Recommended Focus |
|
1. High Psychological scores |
Fear- and identity-based resistance |
Emotional safety, capability, participation |
|
2. High Organisational scores |
Structural or systemic blockers |
Alignment, resources, clarity |
|
3. High Managerial scores |
Leadership credibility gap |
Leadership behaviour, consistency, trust |
|
4. High scores across all sections |
Change overload or poor change design |
Reset, re-sequence, re-engage |
NB Resistance is information, not opposition.
The appropriate response is diagnosis first, action second.
(main source: Niall McCreanor, 2004)