Resistance? Yes, please!

No change happens without resistance. And that’s a good thing! Because those who get upset or actively voice a different opinion are still engaged. Silence and indifference are far worse. So resistance can be very useful in helping us improve.   

Identifying potential resistance and its underlying causes improves the planned changes. In change management, this begins with effective communication that meets the needs of both managers and employees. Mutual misunderstandings often lead to unnecessary resistance that has no factual basis. This is no different in companies than in personal relationships. Issues can quickly escalate. 

Post-Merger Integration as the Best Example

The same applies when resistance is ignored. This leads to even stronger blockages. And increased pressure generates counterpressure or, eventually, indifference and a “couldn’t care less” attitude. At that point, it usually becomes very difficult to find a meaningful solution. The potential to leverage resistance lies completely untapped. Managing a post-merger integration is the best example of this dynamic. No transformation ever takes place without resistance. Not everyone involved has ever wanted the integration to happen this way or at this time. But everyone involved in a post-merger integration is actively pursuing their interests and wants to influence the planning. This energy should be harnessed; indifference would be worse.    

The best approach is to establish transparency early on in change management and build a dialogue before resistance arises and escalates. And when resistance does arise, it must be given its own space. A whole portfolio of measures is available for this purpose: focus groups can identify needs and concerns. Instant feedback tools allow for the capture of spontaneous reactions. And in Lessons Learned sessions, solutions are developed directly from specific obstacles.

Conclusion: The more space is given to resistance from the very beginning, the greater the chance of actually achieving the intended goals of change through change management.