Managing Resistance To Change

Introduction

Resistance can be described as the negative physiological and psychological response to change.

Resistance to change is normal as change can create anxiety and fear; these powerful physical and emotional reactions can form the basis of change resistance; some other drivers of resistance to change include
"...- the impact on work
     - the credibility of people communicating the change
     - personal factors, such as finances, age, health, disability and family status
     - chaning alignment with their value system
     - organisation's history of handling change.
Even when impacted people and groups can align the change with their self-interest and belief systems, the uncertainty of success and fear of the unknown remain significant barriers to change..."
Prosci, 2023p

In change, resistance can ruin any change initiative, ie this can happen in the following sequence of emotions in a change process:

- excitement (new challenge; something different and new, etc)

- denial (develop a negative attitude about the change initiative; concerned about its impact on status quo; too much uncertainty, unknowns, too challenging, etc)

- resistance (actively work against the change initiative; become cautious; not doing the right things; withdraw, etc)

- overwhelmed (stressed; all becomes too much; over-loaded, etc)

- fatigue (burnout; exhausted, exit, etc)
(main source: Giny Boer et al, 2023)

However, you have the power to control the duration, cost and impact of resistance. If things are done correctly, resistance to change is minimised and the resultant positive flow-ons to increase the effectiveness of the overall change program; additional improved project and organisational outcomes/benefits, etc being fully realised.