Change at work feels harder than ever. But there’s more going on than people simply digging in their heels. Simon Phillips unpacks what’s really behind the push-back, from stress and burnout to wanting a proper say in decisions, and shares smart ways to help make change feel better for everyone
The old wisdom about change resistance needs updating. Our post-pandemic world has transformed how people respond to workplace transformation, particularly with mental health challenges now taking centre stage in every organisation.
People don’t resist change – they resist being changed without being heard
The way we work has fundamentally shifted and, with it, our understanding of what drives resistance to change. People don’t resist change – they resist being changed without being heard.
5 psychological barriers to change
So, what’s really going on when teams resist change? Here are five common psychological barriers that show it’s not about attitude – it’s about what people need:
1. Recovery deficit
The pandemic forced rapid adaptation, proving humans can change overnight. Now, faced with more change, many teams aren’t resistant, they’re depleted. The constant pivot from crisis to crisis has left its mark. When we mistake exhaustion for resistance, we miss the opportunity to build sustainable change through recovery.
2. Trust wounds
Pandemic-era restructures have left lasting trust deficits. Teams don’t fear change itself – they fear broken promises and hidden agendas. The key lies in rebuilding trust through transparency and consistent action. When leaders acknowledge past challenges while creating clear paths forward, teams move from scepticism to engagement.
3. Identity protection
Hybrid working has transformed professional identities. Many appear to resist change because they’ve finally found their rhythm in this new world. This isn’t stubbornness – it’s self-preservation. The solution lies in evolution rather than revolution, allowing people to build on their strengths rather than abandon them.
4. Connection fractures
With teams split between home and office, resistance often masks a deeper need for connection. The water-cooler conversations that once smoothed change pathways have disappeared. Creating new connection points – both virtual and physical – helps bridge this gap, turning resistance into collaboration.
5. Wisdom suppression
Traditional change models often overlook operational expertise. Teams push back when their knowledge feels devalued. The wisdom that drives successful change often lies within the team itself – we just need to create space for it to emerge.
The mental health factor
We can’t discuss change without acknowledging the ongoing mental health challenges facing our workforce. ONS data shows that while anxiety and depression levels have moderated since their pandemic peak, they remain significantly higher than pre-2019 levels. This sustained elevation in mental health challenges fundamentally alters how people respond to workplace transformation. This isn’t just about managing change – it’s about supporting human beings through complex transitions.
The power of love-based leadership
When we lead with love rather than force, something remarkable happens. Teams don’t just accept change – they drive it. Through the LACE framework (Listening, Accountability, Collaboration and Empathy), we create environments where change flows naturally.
This approach requires courage. It means stepping back when we want to push forward. It means listening when we want to speak. Most importantly, it means trusting that our teams want to evolve – they just need the right conditions to do so. The key lies in creating psychological safety while maintaining momentum. When teams feel heard, valued and supported, change accelerates naturally.
Practical steps for smoother transitions
While understanding psychological barriers is crucial, success lies in practical application. Here are specific actions that create momentum while honouring human needs:
The power of structured silence
Most change programmes rush to fill every moment with activity. Instead, create deliberate spaces for processing and integration. Schedule think tanks where teams explore implications without pressure for immediate solutions. When we stop pushing, we start discovering.
Decision-making visibility
Make the invisible visible. Create simple decision trees showing exactly how and when team input influences outcomes. Transparent decision-making honours collective wisdom without sacrificing momentum.
The integration matrix
Develop a simple tool mapping current strengths against future needs. This visual framework helps teams see how their existing expertise enhances rather than conflicts with new directions. It transforms resistance into contribution.
Energy-based implementation
Rather than traditional project timelines, structure change around energy patterns. Plan intensive phases during high-energy periods, use natural low-energy times for reflection and integration. For example, most retail teams have higher energy in January after the Christmas rush, and before Easter planning begins. Schedule intensive change workshops during this natural high-energy window. Then use traditionally quieter periods, like post-Easter, for reflection and embedding new practices. This approach harnesses your team’s natural rhythms rather than fighting against them.
Cross-pollination sessions
Create opportunities for different teams to share their change experiences. These informal learning exchanges often reveal solutions that formal processes miss. They also build the connections essential for sustainable transformation.
The next step
Start by mapping your team’s energy patterns. Identify natural high and low points in your business cycle. Then structure your change initiatives to flow with these rhythms rather than against them. When we align change with human patterns, resistance naturally diminishes.
Remember: change resistance signals unmet needs. Address these through love-based leadership, and watch resistance transform into momentum.
Simon Phillips is Founder of the Change Maker Group and host of The Change Show podcast
