Change is everywhere. We see it in our lives, our jobs, and even our own routines. But as much as we talk about it, we notice that for many teams, change remains just another word for “discomfort.” If you’ve tried to implement new strategies, processes, or even mindsets in your team, you might have faced resistance that feels frustrating, confusing, or even personal. But what if the discomfort isn't only about the change itself? What if we are missing something deeper beneath the surface reaction?
Understanding resistance: Not just a “no”
When teams resist, we may feel like they are simply rejecting our ideas. But, in our experience, resistance is usually a way of protecting what people value, not just a refusal to adapt. Change at work is rarely only about learning a new tool or method. It runs much deeper, often touching group identities, psychological safety, and old collective beliefs.
Think about the last time you made a significant change, even outside of work. Maybe a new diet, moving apartments, or changing daily habits. Most likely, you felt awkward or uncertain at first, even if you knew the change was positive. Now, imagine that multiplied by the number of people on your team, each with their own history, hopes, and worries.
People defend the familiar even when it no longer serves them.
Roots of resistance: What’s really going on?
We have seen that the deeper roots of team resistance often fall into several categories:
- Fear of loss: People may fear losing credibility, stability, status, or comfort.
- Anxiety about competence: Will they be able to perform well under the new expectations?
- Lack of trust: If relationships inside the team or organization aren’t strong, change feels risky.
- Unmet needs for meaning: If the reason behind change isn’t clear or feels imposed, people check out.
Not all resistance is the same. Sometimes, the most outspoken critics are the ones who care the most. They want reassurance, not just instructions. Others may resist quietly, expressing their doubts through disengagement or silence.
Invisible dynamics: The system beneath the surface
Teams do not exist in isolation. Every group is part of a web of relationships, unwritten rules, and old stories. These systems shape how people see risk and reward, and influence how they respond to new directions.
Team resistance can be a signal that something in the system needs attention. This could be a long-standing conflict, a history of broken promises, or unspoken competition. Sometimes, teams are unconsciously loyal to “the way we’ve always done it,” a story passed down through years of shared experience.
We remember one situation where a team kept rejecting a new collaborative tool, despite multiple trainings. Eventually, a listening session revealed a history of poorly communicated changes, leading to distrust. For them, the current resistance was less about the tool and more about feeling ignored in the past.
What leaders often miss
If we look only at the visible actions—complaints, delays, or even outright sabotage—we miss the messages those actions carry. We have seen leaders focus on compliance, but overlook underlying fears or needs. We have also seen leaders get impatient and step up pressure, but that usually leads to less engagement.
Change is an emotional process as much as a technical one. If we want teams to do more than “go through the motions,” we must make space for feelings, questions, and the stories that people tell themselves about what change means.
The emotional landscape of change
Teams navigate new directions as a collective, but each person’s emotions shape the journey. Some common patterns surface:
- Uncertainty leading to withdrawal or rumor-spreading
- Loyalty to former leaders or methods driving quiet resistance
- Fear of being left behind triggering defensiveness
Our best results have come when we invited people to share these feelings openly, giving them language for their discomfort. Listening—really listening—can transform resistance into dialogue.
What you can do differently
If you want to invite less resistance and more commitment, consider these steps:
- Start with empathy. Ask questions like, “What worries you most about this change?”
- Narrate the “why.” Spell out not just what’s changing, but why it matters—both for the group and for each person.
- Provide structure without rigidity. Offer guidelines and support, but allow teams to shape the process where possible.
- Model vulnerability. Share your own doubts or mistakes. When people see leaders being real, it feels safer to follow.
- Notice patterns. Pay attention when the same issues or arguments repeat. They usually point to deeper needs or fears.
It isn’t about making everyone comfortable. It is about building trust and making sure that discomfort is seen as part of the process, not something to avoid or ignore. Teams can embrace change when they feel seen, heard, and respected.
Change starts with understanding, not pressure.
Why resistance is a gift
As frustrating as resistance can be, it tells us something valuable. It acts as a mirror, reflecting the health of our team relationships, the strength of our communication, and the clarity of our purpose. Every objection is a chance to learn and grow—together.
Conclusion
When teams show resistance, it pays to pause and wonder what is really at stake. Is it just the process, or is it about trust, history, emotions, or identity? We have found that when leaders listen deeply, include people, and respect what feels “at risk,” the shift happens naturally.
The answer to resistance is never just better arguments—it is deeper connection. When we address the invisible layers as well as the practical steps, change becomes not just possible, but meaningful.
Frequently asked questions
What causes teams to resist change?
Teams resist change for a mix of emotional, psychological, and social reasons. Common causes include fear of loss (security, routines, influence), lack of trust in leadership, unclear purpose behind the change, and past negative experiences. Sometimes, resistance also reveals unmet needs or group loyalties that feel threatened by new directions.
How to overcome team resistance?
The best way to overcome resistance is to listen first. Acknowledge people’s emotions, invite open conversation, and share the reasoning behind the change. Offer support and create safe spaces for doubts. Allow involvement in shaping the change process, and strengthen relationships with honest feedback and recognition.
What are common change management mistakes?
Common mistakes include pushing changes too quickly, failing to explain the purpose clearly, neglecting team emotions, and underestimating the impact of past experiences. Leaders often focus just on process and forget the importance of open communication and empathy.
Why is communication important during change?
Communication builds trust and reduces uncertainty, helping people make sense of what’s happening. Without clear, honest, and ongoing communication, rumors can spread and anxiety grows. Good communication also gives people a voice, which increases their ownership of the change.
How can I motivate my team to adapt?
Find what matters most to your team and connect that to the change. Share wins and acknowledge challenges honestly. Encourage small steps, celebrate progress, and model flexibility yourself. Most of all, show genuine care and interest in people’s concerns, not just their performance.
