One of the strongest psychological forces is people’s resistance to change. Whether it is a change at work, such as a new boss or new process, or a personal change, such as a need to exercise to lose weight and improve health, there is a seemingly natural tendency to resist any sort of change.
Psychologists have studied this resistance to change for decades. Moreover, there is an entire discipline devoted to helping organizations, and the people in them, prepare for and manage change in the workplace.
Here are 5 reasons why there is such strong human resistance to change, and some strategies to overcome resistance to change:
1. Fear of the Unknown. With change comes uncertainty. As a result, people tend to shy away from change because they are fearful or anxious about what the result might be. That’s why it is so important to inform people about both the benefits and drawbacks associated with any planned change. Clear and credible information can help alleviate this fear of the unknown outcomes caused by change.
2. The “Moral Force.” Humans tend to become set in their routines to such an extent that they resist change because they truly believe that the status quo is best. It goes something like this: “The old way is the best way. The old way is the right way! God would want us to do it this way!” As my mentor, noted psychologist Howard S. Friedman, suggested when he called it the “moral force,” people cling strongly to the familiar, the tried and true, and what is familiar and comfortable becomes “morally correct.”
Although it is difficult to combat this moral force, the best way is to provide evidence that the new is better. I’ve seen several examples of workers’ resistance to new technology, and often a “contest” or demonstration, pitting the new against the old (with the new method always prevailing, of course) is needed in order to convince the skeptics.
3. Fear of Failure. Another source of anxiety associated with change is the fear that any change will result in failure or even disaster. A good friend was offered the opportunity to change his company car from a gas-powered to an electric vehicle. He resisted the change because he feared the car’s battery running down and stranding him. When I compared it to his current car running out of gas, and suggested the simple solution was planning ahead to avoid the problem, he said, “I’m still afraid it will happen.”
Providing assurances that a worst-case-scenario is unlikely is the best way to help people overcome their fear of failure.
4. Apathy. Sometimes people resist change simply because change causes some effort – to learn a new procedure or to adapt to the change takes work. Even when the outcome of the change might be desirable, people will say “It’s not worth the effort!”
Motivating individuals is critical for overcoming change-related apathy. Focusing on the desirable outcomes of a change process can help incentivize skeptics.
5. Lack of Faith in Changemakers. At the organizational level, people may resist change because they are wary of those advocating change. They may doubt the knowledge and credentials of the changemakers. Such was the case with the Covid-19 vaccinations. Vaccine deniers argued that the science was “flawed” or that the drug companies and government “had ulterior motives.”
The leadership lesson for changemakers is to first establish credibility, to be transparent and clear about the benefits and potential risks associated with the change, to provide a good rationale for why people should change, and to monitor the change process and provide support.
