Resistance is Not Always Negative
Too often resistance is perceived as negative, reactive, irrational, dysfunctional, disrespectful, the result of an attitude problem, detrimental to the change initiative, etc. As a result, it is ignored.
However, it should be perceived as an opportunity as a resistor could be highlighting potential obstacles to success of the initiative that need correcting.
It should be treated the same way as in other fields, eg mechanics, biology, electronics, etc as an operational factor.
"... In these fields, resistance is inherently neutral and only takes on a value of 'functional' (eg in space heaters) or dysfunctional (eg excessive air drag) depending on what one is trying to accomplish.....people within those fields are ambidextrous in working with resistance, capable of seeing it as both an asset and liability. A more complete and balanced view of resistance can provide more flexibility in the field of managing change..."
J.D. Ford et al as quoted by Raymond Ayivor, 2012
"...the reality is that resistance is not always negative. Research indicates despite its bad reputation, resistance can become a valuable tool in the process of change.....In certain instances, employee resistance may play a positive and useful role in organisational change. Insightful and well-intended debate, criticism, or disagreement does not necessarily equate to negative resistanc; rather it may be intended to produce better understanding as well as additional options and solutions.....employee resistance can force management to rethink or re-evaluate a proposed change project. It could then become a process that can help the organisation select the best possible option from all existing paths to change..."
A.F Bolognese as quoted by Raymond Ayivor, 2012
NB Don't underestimate the experience, knowledge, etc of change resistors, ie it is a resource that should not be to disregarded.
Resistance can be valuable, constructive and signal deep engagement. When recipients resist thoughtfully, it's often because they care deeply about the organization and want the change to succeed. This type of resistance can prompt important dialogue, improve decisions and foster long-term commitment.
Key insights include:
- ● Resistance may reflect higher psychological involvement than passive acceptance.
- ● Unthinking acceptance may quickly fade, while thoughtful resistance can lead to stronger long-term support.
- ● Reactance theory suggests people resist when their freedoms are threatened, often indicating they are highly invested.
- ● Paradoxical interventions (e.g., encouraging the opposite behaviour) can redirect resistance to promote desired change.
- ● Feedback from resistance helps change agents adjust and improve implementation.
- ● Lack of resistance might signal disengagement and potential future issues.
- ● Ultimately, treating resistance as a resource—not a roadblock—can strengthen change efforts and outcomes.
(main source: Joseph Bengat, et al, 2015)
Summary
"...resistance is not always negative. It can be valuable feedback about the change process or the change recipients that could be catalytic to its success..."
Raymond Ayivor, 2012