Knowledge Base · Pitfalls
How do I overcome resistance to change?
Do not fight resistance with more data. Chapter 7 says resistance is rarely a logical problem. It is an emotional one, rooted in fear of looking incompetent, losing status, facing the unknown, or losing a job. Stop, listen without judgement, and let people name the real concern before you redesign the change with them.
The familiar cry is "we've always done it this way." Leaders often answer it with charts and presentations proving the new way is better, then feel shocked when nothing moves. The chapter's point is direct: you cannot fight an emotional problem with a logical solution.
The author's practice is to stop pushing, get curious, and practise what he calls CI-LENCE. Give people space to voice fears and frustrations without judgement. Acknowledging that change is hard, and that their concerns are real, often lowers defences enough for a real conversation to start.
A manufacturing plant shows how this works. Senior operators resisted a new overlapping shift schedule with a mandatory 30 minute handover meeting. The manager suspended his own plan and held small listening sessions. The real issues were childcare arrangements, a worse rush hour commute, and feeling disrespected because the experts on the process had not been consulted.
A working group of operators from each shift then designed the replacement: a standardised digital log reviewed before the shift, plus a brief five minute overlap at the workstation. Because it was their solution, they owned it, and it was implemented without a single complaint. Start with a 30 minute listening conversation this week. Ask what the change means for their day, and do not try to convince them of anything.
“I have to get curious and understand what's behind the resistance.”
Continuous Improvement in the Workplace, Ch. 7
Related questions
- How do I get past "that's how we've always done it"?
- How do I create a culture where people speak up about problems?
- How do I challenge a decision without damaging trust?
Source: Continuous Improvement in the Workplace, Ch. 7 (Pitfalls to Avoid in CI Initiatives).