Resistance As Valuable Feedback not Obstruction
Resistance is sometimes viewed as the enemy in organisational transformation.
Change agents bemoan the "resistant" middle managers, the "difficult" team members, or the "leadership" who "just don't get it."
We create elaborate change management strategies aimed at overcoming this resistance as if it were merely an obstacle to be bulldozed on our path to progress. But what if we've been looking at resistance all wrong?
The Hidden Gift in Resistance
When we encounter resistance during transformation efforts, our first instinct is often frustration. We label people as "blockers" and devise strategies to work around them. Yet, in my years leading complex transformations, I've come to recognise that resistance is one of the most valuable forms of feedback we can receive.
Resistance is information. The organisation's immune system tells us something important about our approach, timing, or understanding of the context.
What Resistance Tells Us
When there is pushback against a change initiative, they're rarely being difficult for difficulty's sake. Their resistance typically signals legitimate concerns we've overlooked - Perhaps they see risks or dependencies our transformation plan hasn't accounted for
Misalignment with organisational reality - Our beautiful theoretical model might not fit their practical constraints
Unaddressed psychological safety needs - People may fear what the change means for their role, status, or competence
Timing or sequencing issues - The resistance might be saying "not this way" rather than "not at all."
Transforming How We Respond to Resistance
What if we engaged with it curiously instead of trying to "overcome" resistance? What if we saw it as valuable intelligence from the frontlines of our organisation? When we encounter resistance, we can Listen deeply to understand the underlying concerns
Validate the legitimacy of those concerns
Incorporate the feedback to strengthen our approach
Co-create solutions with those who initially resisted
From Obstacle to Asset
Some of the most successful transformations we've led weren't the ones where we steamrolled over resistance. They were the ones where we treated resistance as a collaborative opportunity to refine our approach.
By factoring resistance as valuable feedback rather than obstruction, we are able to design more effective change initiatives and build the trust for true transformation to take hold.
The next time you encounter resistance, pause and ask yourself:
"How can I use this resistance as feedback?"
In doing so, you might find your most significant "blockers" become your most valuable allies in creating meaningful, sustainable change.