Change is frequently discussed in the context of organizational development and change management, but it is important to acknowledge that people also resist change at a personal level. Considering the challenges faced on an individual level, it becomes evident that managing change at an organizational level is even more complex.
Understanding the reasons behind this resistance is essential, as it is intertwined with both personal and business settings. While resistance to change within organizations is widely recognized, the significance of resistance to personal change is often overlooked, despite its equal, or even bigger importance.
This is a very wide topic which encompasses numerous aspects, but I will try to highlight a few key points.
Personal change: Why do we resist it?
Different individuals refer to it as change, progress, or adaptation. Some exhibit a fear towards change, while others are drawn to it. The former group prefers consistency, predictability, and traditional elements, while the latter embraces novelty, diversity, and uncertainty.
But change cannot be avoided, as life itself is inherently characterized by change. Therefore, it is essential to cultivate a certain level of tolerance towards change, which will enable us to navigate transformations without compromising our mental well-being.
In the field of psychology, resistance to change refers to individuals experiencing emotional anxiety triggered by an impending transformation or change.
In the early days, resistance to personal change was treated only as a motivational problem. Psychologists believed that the cure is simply persuading individuals to somehow motivate themselves. However, today it’s understandable that resisting change is much more complex, and that there can be a variety of underlying problems as well as internal or external barriers.
The resistance to personal change actually presents a valuable opportunity for introspection. We recognize that change is an inherent and unchanging aspect of life. And still, we often find ourselves desiring change while simultaneously wanting to maintain our status quo and continue with familiar routines. This contradictory mindset creates resistance, frequently on an unconscious level.
Psychologist Jennifer Delgado listed 10 resistance-changing factors that keep us from changing:
- Lack of understanding that you need to change. There are situations where we may lack a clear understanding of the need for change, particularly when we feel secure and content within our comfort zone. If we believe that the methods and practices we have followed for many years will continue to be effective without any compelling reasons to change, we develop resistance towards any form of transformation.
- Fear of the unknown. The fear of the unfamiliar and the uncertainty is one of the primary factors behind resistance to change. Typically, we are willing to venture into unknown territory only if we believe that the potential rewards outweigh the risks. However, when we are uncertain about what lies ahead, it becomes challenging for us to let go of our secure positions where we feel a sense of safety and control over our circumstances.
- Lack of expertise and fear of failure. There is a hidden factor that many individuals fail to acknowledge, yet it forms the foundation of this fear. When we perceive ourselves as lacking the necessary skills, abilities, or strengths to navigate a transformation, and although we may remain unaware of this, we react by resisting change.
- Attachment to habits. Resistance to change arises from the deeply ingrained habits and patterns that extend beyond mere behaviour, encompassing our ways of thinking, feeling, and relating. The challenge lies in the fact that our brains have developed efficient neural pathways for these established habits, making it difficult to forge new paths. Our brain’s inclination for minimal effort further reinforces the resistance to change.
- Imposition. When we feel that change is being forced upon us without any opportunity to express our opinions, our initial response is resistance. The majority of individuals dislike changes that are imposed upon them, and without consultation, their willingness to embrace change will be limited.
- Exhaustion and saturation. Resistance to change may arise when an individual’s capacity for tolerating further changes has been exceeded. In other words, after experiencing numerous transformations, a person reaches a point of exhaustion and saturation, leading to a reluctance towards embracing any further changes.
- Cognitive dissonance. Occasionally, change can challenge our existing beliefs or opinions, resulting in a state of cognitive dissonance that we are hesitant to confront.
- Poor motivation. Every change necessitates the utilization of some resources. Consequently, if we lack sufficient motivation, particularly intrinsic motivation, we will exhibit resistance towards that change.
- The wrong time. Resistance often arises from the timing of the change coinciding with a challenging phase in one’s life. It could be that the individual is currently experiencing a difficult situation or is engaged in other projects, leaving them unprepared to confront yet another change.
- Personal predisposition to change. Certain personalities exhibit a greater openness to change, while others are strongly attached to their familiar knowledge. Individuals with neurotic personalities, an internal locus of control, and low tolerance for ambiguity tend to display higher levels of resistance when faced with change.
Resisting change in an organization
Resistance to change is a natural occurrence commonly observed within any organization. This resistance stems from the fact that organizations are comprised of individuals who have a personal stake in the existing processes. There are many reasons why people can resist change, as listed above. But in an organizational setting, even more factors influence this phenomenon.
Most common reasons for resistance to change in an organization and the resulting team conflicts are the perception of risk, the effort required, and the desire to maintain comfort. These reasons indicate a fear of the potential negative consequences that may accompany the change. Specific reasons for resisting change can of course vary, depending on the cultural context, the scale of the proposed changes, and other external factors. Nevertheless, fear is frequently identified as the main underlying cause of this resistance.
People do not resist change per se, rather they resist the uncertainties and potential outcome that change can cause.
Diane Waddell and Amrik Sohal (1998)
Competing commitments and big assumptions
According to research by Kegan and Lahey, resistance to change should not be interpreted as outright opposition or mere inertia. Rather, many individuals, despite genuinely desiring change, unconsciously direct their productive energy towards an underlying competing commitment.
Instead of resistance they call it immunity to change, because resistance implies knowingly working against something, which is usually not the case.
The competing commitments are not so obvious even to the persons who hold them. Inherent within us, there exists a hidden resistance to change. Psychologists suggest that alongside our professed commitments, there exist deeper-level commitments that shape our actual behaviour.
These conflicting commitments, known as competing commitments, play a significant role in influencing our actions and impeding desired change.
Managers often experience immense frustration when valued employees exhibit behaviours that seem unexplainable and unfixable, which can actually be attributed to competing commitments.
This framework by Kegan and Lahey provides a visual representation of the change-immunity system, explaining the mentioned dynamic and offering solutions for discovery of the underlying problems (I apologize for the low resolution):
The key is in asking the right questions which lead employees to realize the “problem” themselves. Let’s pick an example of Tom from the grid above and explain how can one uncover and manage these competing commitments:
- What is your stated commitment? I am committed to hearing from my subordinates and maximizing the flow of information into my office.
- What are you doing that is keeping your stated commitment from being fully realized? I don’t ask questions or ask to be kept in the loop for serious matters; I shoot the messenger when I hear bad news.
- What is the competing commitment? I am committed to not learning about things I can’t do anything about.
- What is the underlying big assumption? I assume as a leader I should be able to address all problems; I assume I will be seen as incompetent if I can’t solve all problems that come up.
Overcoming immunity to change starts with uncovering competing commitments. However, it is important to understand that competing commitments should not be regarded as weaknesses. Instead, they serve as a form of self-protection, which is a natural and reasonable human instinct. The question then arises: What are people safeguarding themselves from through these competing commitments?
The answers lie within their big assumptions, which are deeply ingrained beliefs about themselves and the world.
These assumptions provide a framework for understanding the world and suggest potential disruptions to that order.
Competing commitments stem from these assumptions, leading individuals to unconsciously engage in behaviours aimed at preserving their existing worldview.
After individuals have recognized their competing commitments and the underlying big assumptions that uphold them, many of them are ready to take immediate action to overcome their resistance. However, the initial stage of the process revolves around observation rather than action, which can be frustrating for individuals accustomed to being high achievers who prefer taking swift action to resolve issues.
In the process of personal change, employees undertake a series of steps to challenge and reassess their deeply ingrained assumptions, such as: noticing and recording their current behaviour, looking for contrary evidence, exploring their history, testing their assumptions and evaluating the results.
Through this iterative process, employees actually embark on a journey of self-reflection, which is extremely important both for their personal and professional lives.
Resistance to change is a complex phenomenon that can be observed at both the personal and organizational level. Individuals often resist change due to fear of the unknown, the perception of risk, and the desire to maintain comfort and familiarity. On the other hand, organizations (i.e. people in these organizations) may resist change because of vested interests, structural barriers, or a lack of readiness for the proposed changes.
It is crucial to recognize that resistance to change is a natural response and not simply a sign of opposition or inertia. By understanding the underlying factors contributing to resistance, both individuals and organizations can develop strategies to effectively embrace change and foster growth and adaptability in the process.
This article contained some lists and one very low resolution picture, but I hope you found some insights valuable. There are many more perspectives, studies and theories dealing with human attitude towards change, which I hope to share with you in some future editions.
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