How can you deal with resistance in organisational development?

Let’s start with where resistance comes from and what it looks like. In the context of change management, it’s important to recognize that employees go through various phases during a change process, each at their own pace. In every phase, employees contribute to organisational development in their own way. Regarding resistance, the first four phases are the most relevant.

In this phase, employees continue doing what they’ve always done. They may have heard about the change but might think, “I’ve heard this before; it will blow over,” or, “It won’t be that serious.” Organisations often interpret this as “employees don’t want to change,” but it’s also a sign that some people don’t yet feel enough urgency to change. This indicates that you haven’t sufficiently explained why organisational development is necessary, what the change will bring to employees and customers/citizens/patients, what exactly will change, and what specific behavior is expected of them. “Collaborate more? I already do—what exactly do you expect me to do differently?” This is referred to as the “vision of the change.” Additionally, remember that those who continue with business as usual during the transformation keep the operations running while you’re remodeling. Thanks to them, the work still gets done.

In this phase, employees understand the need for change—for example, because the organisation risks falling behind. Or they might see the change as an opportunity. This sense of urgency drives motivation and movement. These individuals can effectively articulate why the change is happening and help keep it on track.

In this phase, people start realizing that certain things will soon be in the past. This can evoke feelings of grief or relief as the implications of the change become clear. “I’ll never be able to…” Questions that employees might grapple with in this phase include: Can or do I want to go along with this organisational change? People in this phase tend to emphasize what will be lost. Instead of interpreting this as whining or clinging to the past, leadership can explore these signals: Should we truly pursue this change? Do we need to make adjustments? Are we throwing the baby out with the bathwater?

Old behaviors are let go, and the loss is accepted, but a clear vision of the new situation and corresponding new behaviors is still lacking. Some employees experience this “empty middle” as liberating, while others panic and criticize what still needs to be done to realize organisational development. These individuals might seem overly cautious or nitpicky. However, leadership can use their input as a to-do list for achieving the desired outcomes. This is also a good moment to engage with employees to discuss what’s still needed or to admit honestly when leadership doesn’t yet have all the answers.

Resistance is thus the gold of change and provides management with vital insights into what still needs to be done to achieve the desired organisational transformation. It’s important to recognize that employees and organisations are unconsciously inclined to resist change. Every organisation exhibits its own specific patterns in this regard. For example, repeatedly requesting new studies or reports about what the organisational development requires instead of moving forward. Or when managers suggest that proposals need to be “further aligned internally.” Or by making matters unnecessarily complex. Recognizing these patterns can make change management more effective.

A Clear Vision for Change
Effective change management begins with a clear vision. A well-defined vision creates urgency for change. In other words, leadership should share a cohesive story about what’s happening to the organisation, what this requires, why the change is necessary, and what it means for employees and customers/citizens/patients. Such a clear framework is essential for inspiring and motivating employees. Translate this vision into the behavioral changes needed. How is this behavior different from what employees currently do?

Not an Invitation but a Directive
When it comes to cultural change, organisations often frame the change as an invitation. However, invitations leave room for opting out, for not participating in the change. Instead, make it clear that change is mandatory to create urgency. Employees must come along. That said, you can have discussions about how the change will be implemented and what employees need to develop accordingly.

No Change Without Resistance
Many organisations downplay resistance or ignore difficult employees. As mentioned earlier, resistance provides crucial insights into what still needs to be done for a successful transformation. A key principle is to involve everyone in the change process. By confronting resistance head-on, you can leverage its value. Don’t expect to “manage away” resistance. In fact, there needs to be enough tension to motivate people to act.

Understand Your Organisation-Specific Patterns
Leadership should anticipate the types of resistance that might emerge during the cultural change they envision. What behaviors do employees exhibit to prevent change? What about your management team or leadership team? And yourself? Understanding these patterns helps leadership to support one another in the face of resistance, maintain direction, and not be derailed when some employees dig in their heels.

Many organisations focus on interventions in structure, processes, or work procedures during organisational development, while employees continue exhibiting the same behaviors. By addressing resistance in change management, employees eventually adopt genuinely different behaviors, making the organisational or cultural transformation sustainable. So why keep resistance out?