Why Resistance to Change Is Normal and How to Overcome It

Change is everywhere. Whether it’s the shift to hybrid workplaces, adopting Agile practices, or navigating major digital transformations, organizations face one universal challenge: resistance. It’s a normal human reaction to uncertainty, yet when mishandled, resistance can derail even the most well-intentioned initiatives.

What makes some organizations excel during change while others falter? The answer lies not just in addressing resistance but in leveraging structured methodologies like ITIL®, Agile, and Lean Six Sigma to empower teams and pave the way for smoother transitions.

For even more invaluable insights and strategies, don't miss the Process in Perspective: Managing Change webinar. Join thought leaders who break down effective approaches to overcoming resistance and fostering change.

This blog explores the psychology of resistance, proven methodologies that combat it, and practical steps to foster buy-in, featuring insights from thought leaders like Hamid Aougab, Marguerite Bryan, and Hitesh Patel.

Understanding Why Resistance Happens

Resistance is often painted as a negative force, but it’s actually a natural response to perceived threats or uncertainty. Hamid Aougab, Learning Tree’s dean for project and program management, puts it simply, “Usually the first reaction of human beings is, you know, we resist change. Why do we have to change?”

Here’s why resistance is so common during change initiatives:

1. Fear of the Unknown: Change disrupts routines, whether it’s reorganizing a service desk with ITIL or adopting Lean Six Sigma. Marguerite Bryan, SPCT, says, "We might be very enthusiastic as methodologists or practitioners, but how are we communicating that in a way that is important to our sponsor community? Understanding their perspective, what are their pain points, what are their strategic priorities, what is their imminent business context?" People value stability, a flow of information, and uncertainty creates hesitation.

2. Job Security Concerns: Aougab notes, “"We concentrate so much on the customer—what do the customers want? — we forget the employees, people who are doing the work. They're very important also. We need to really take into consideration; where are they coming from, what's in it for them? Because if they're not behind this, it's not going to work." This is common during digital transformations involving automation or new tools.

3. Change Fatigue: The ongoing “permacrisis”, as Hitesh Patel, Founder and CEO of Arsenal Investments LTD., a global based best practice consultancy, describes, leaves employees overwhelmed. Constant adjustments, like Agile sprints or Lean cycles, without time to stabilize, wear teams down.

Why Resistance to Change Is Normal

Resistance, when reframed, becomes an invaluable diagnostic tool. It highlights areas of misalignment between leadership intentions and employees’ priorities. Aougab notes, "We don't get buy-in because people are not brought into the idea to start with. Maybe they didn't participate in actually crafting this idea. It just was dropped on them by somebody else." 

Methodologies like ITIL and Agile recognize this dynamic and build mechanisms to manage it. For instance, ITIL’s Service Value System emphasizes collaboration and iterative feedback loops through its guiding principles like “Start Where You Are” and “Progress Iteratively with Feedback.” Similarly, Agile frameworks ensure that resistance doesn’t fester by promoting cross-team collaboration and incremental delivery.

Resistance is deeply tied to human biology. Stability feels safe; inconsistency, on the other hand, triggers a fight-or-flight response. Organizationally, silos exacerbate this, creating divided allegiances when changes are implemented top-down without active employee engagement.

Methodologies to Address Resistance

Successfully navigating resistance is no accident. Proven frameworks like ITIL, Agile, and Lean Six Sigma equip leaders with tools to drive acceptance, manage uncertainty, and foster collaboration.

1. Start with the Why (ITIL and Lean Six Sigma):

ITIL’s guiding principle “Focus on Value” underscores the importance of beginning every initiative by defining its value to employees, customers, and the organization as a whole. This principle ensures that the purpose behind a change is clear, aligning the efforts of all involved toward a common goal. Similarly, Lean Six Sigma emphasizes understanding the “why” through data analysis, providing a structured approach to uncover the root motivations and desired outcomes. Measuring the “why” quantitatively and ensuring every voice – from senior management to frontline teams – is heard, teams can build a strong foundation for change that resonates across all levels of the organization. Without this clarity, initiatives risk losing relevance and failing to gain buy-in.

2. Build Change Iteratively (Agile):

Agile methodologies excel in fostering early wins by breaking down complex projects into smaller, manageable tasks. Teams deliver value in smaller, iterative cycles, increasing flexibility and reducing overwhelming resistance to change. Aougab highlights this power, saying, "Agile tells you, you do work in iterations. And as soon as you develop something that meets its definition of done, you deliver it. So, if we deliver it fast, that means we're creating those wins very, very quickly." When people see continuous improvement, even in incremental steps, resistance fades. The iterative nature of Agile allows organizations to test and adjust their approaches based on real-time feedback, ensuring they stay aligned with stakeholder needs. This incremental approach minimizes risk and avoids the pitfalls of rigid, all-in solutions that can feel overwhelming or immutable. Through showing progress in tangible increments, organizations build trust and demonstrate the advantages of change early on.

3. Structure Collaborations (ITIL):

ITIL’s Service Value Chain provides a framework for breaking down change into manageable and interconnected activities like Engage, Design, Transition, and Improve. These structured activities ensure that all stakeholders are involved at every step of the change process, fostering alignment and collaboration. This approach prevents silos by creating a shared sense of responsibility, where each team understands their role in the bigger picture. As a result, passive resistance evolves into active participation, as each contribution feels meaningful and necessary. Structured collaborations also streamline communication, ensuring that all voices are heard, and no critical details are overlooked.

4. Anchor in Data (Lean Six Sigma):

Data serves as a powerful tool for overcoming skepticism. Lean Six Sigma’s data-driven tools, such as Root Cause Analysis and process mapping, provide clear, measurable insights into the benefits of change. Patel remarks, "One of the things I often do with clients is try and show with evidence... how they're reigniting the vision through a long-term transformation." These quantitative insights make abstract ideas feel tangible, giving stakeholders a clear understanding of how the change improves operations. Presenting concrete evidence of progress, organizations can build confidence in their approach and win over even the most reluctant team members. Data-driven decision-making also ensures that strategies are based on facts rather than assumptions, further strengthening their effectiveness.

Strategies to Overcome Resistance

While frameworks create a strong foundation, applying intentional strategies ensures long-term success. Successful implementation goes beyond processes — it requires understanding people and addressing their needs. Here are four key strategies to drive lasting change:

1. Engage Stakeholders Early:

Aougab emphasizes, "The most important thing is trying to bring people in at the start and trying to have them draft the vision for this change. What are we trying to achieve and what's in it for them?" Start by organizing inclusive sessions like ITIL workshops, Agile retrospectives, or brainstorming meetings where employees can actively shape the process. When individuals feel their input matters, they’re more likely to advocate for the solution. Early engagement fosters a sense of ownership, reduces friction, and builds confidence in the changes being implemented. Empowering stakeholders from the start ensures alignment and smooth adoption.

2. Tailor Your Messaging:

Bryan stresses, "If we're not speaking in the language of our business sponsors and speaking to their pain points and strategic priorities, avoiding buzzwords and industry terminology, it's going to only be a one-directional conversation." Tailoring your communication to the audience is critical. For executives, focus on highlighting ROI, strategic alignment, and the broader organizational benefits. For operational teams, emphasize how adopting new methods like Lean Six Sigma or Agile practices can streamline daily tasks, reduce workloads, and save time. Use relatable examples and metrics that align with their unique goals and challenges. Ensuring everyone sees the value in the changes.

3. Celebrate Small Wins:

Incremental progress isn’t just encouraging — it’s essential. Recognizing early successes builds trust and fuels motivation. Whether it’s achieving a project milestone, completing a sprint goal, or improving a process, celebrate these wins through team meetings, email highlights, or visual dashboards. Small victories create a sense of momentum, and as Patel says, "Celebration of quick wins is critical. Recognizing team contributions reinforces engagement and the right levels of motivation to keep them bought into the successes moving forward." Agile methodologies, with their focus on delivering results in sprints, consistently provide opportunities to celebrate progress. These celebrations create a culture of positivity, keeping teams engaged and committed during extended projects.

4. Empathize and Address Concerns:

Resistance often stems from emotions rather than logic. Patel suggests, "Sometimes awareness campaigns, educational sessions, training sessions, it can really open this up... Otherwise, it will lead to a siloed way of working." Schedule listening sessions or anonymous surveys where employees can express their worries without judgment. Whether concerns involve new tools, potential skill mismatches, or job security, openly acknowledging these fears is crucial.

Leadership should respond by addressing concerns directly, offering resources like hands-on training, learning modules, or mentoring programs to help employees upskill and adapt. Empathy not only reduces resistance but also strengthens trust, showing employees that their growth and well-being are valued as part of the organization’s success.

Combining these strategies with a strong framework, you’ll not only drive change but create an environment where employees are invested, inspired, and aligned with your vision for the future.

Real-World Applications

Consider Sharon, an attendee to the webinar, and her approach to easing resistance within her team. She writes into the chat that during organizational restructuring, she offered monthly training sessions, turning fear into opportunity, proving that continual learning fosters optimism.

Or look at Patel’s client, who broke through interdepartmental silos by utilizing Lean metrics to demonstrate the value of collaboration. Once employees saw tangible results, resistance melted into enthusiastic participation.

Aougab’s gives an example of Agile cycles highlighting how delivering quick sprints shows immediate value. Giving teams ownership over smaller deliverables empowered them to trust the overarching change process.

Turning Resistance into Opportunity

No change initiative is immune to resistance, but successful leaders reframe resistance as a learning opportunity. Bryan summed it up perfectly during the webinar, "We might be very enthusiastic as methodologists or practitioners... but how are we communicating that in a way that is important to our sponsor community? Understanding their perspective, what are their pain points, what are their strategic priorities?" This emphasizes the value of viewing resistance or differing perspectives as opportunities to refine your approach and build stronger connections with stakeholders. It aligns with the broader principle of transforming resistance into a pathway for growth and collaboration.

Frameworks like ITIL, Agile, and Lean Six Sigma don’t exist purely to improve processes; they help organizations manage the human side of change. Pairing the structure of these methodologies with genuine engagement, clear communication, and empathy, resistance can be transformed into a steppingstone for innovation.

Conclusion

Resistance to change isn’t the enemy. It’s a signal. With the right tools and mindset, it becomes the catalyst for driving meaningful transformations. Start by listening, applying proven frameworks, and celebrating the small steps forward.

Or as Aougab states, "We can't just celebrate wins without putting them into the context of the audience that we're winning over... always being prepared to tailor our message to that audience."

Use resistance to refine your strategy, and you might just find it becoming your most effective mechanism for continuous improvement.

Join the Conversation

The conversation about managing change doesn’t end here. Be part of the next session in the Process in Perspective series, where we’ll explore the topic of Managing Change in greater depth. Register now to secure your spot and continue uncovering strategies for meaningful transformation: Process in Perspective: A Chat with the Experts Series, Part 2: Managing Change.