Why Employees Resist Change—and How to Get Them On Board
Change is tough because it challenges our brain’s need for certainty. However, understanding the psychology behind resistance can turn hesitation into acceptance.
EXPERT OPINION BY ANDREA OLSON, CEO, PRAGMADIK @PRAGMADIK
Change is inevitable in business, but let’s be honest. It’s rarely welcomed with open arms. Whether it’s a re-organization, new technology, or a pivot in strategy, change can feel like an uphill battle. Why? Because humans are hardwired to resist it. Our brains crave certainty, and change threatens that.
How do you shift this narrative and get employees not just to accept change, but to champion it? The answer lies in understanding psychology—what drives human behavior—and using it to your advantage.
1. Start with why (and then repeat it).
Leadership expert Simon Sinek nailed it when he said, “Start with why.” People don’t buy into what you’re doing until they understand why it matters. This is especially true with change. Why does this shift matter to the organization, to the team, and most importantly, to them personally?
But here’s the kicker: Once isn’t enough. Neuroscience shows that repeated exposure helps ideas stick. Share the “why” early and often, weaving it into conversations, emails, team meetings, and even casual check-ins. When the why becomes part of the narrative, it reduces ambiguity and builds trust.
2. Acknowledge the fear.
Here’s a common misstep: brushing off resistance as negativity. Change triggers fear—fear of failure, obsolescence, or even losing status. If you dismiss these emotions, employees will feel unheard, and their resistance will deepen.
Instead, acknowledge the discomfort. Say something like, “I know this feels like uncharted territory, and that can be unsettling.” Normalizing the fear makes employees feel seen and gives them permission to move past it.
3. Show them the mirror.
People want to feel like they have control, even when they don’t. One of the best ways to foster this is by involving them in the process. Use open-ended questions like, “What challenges do you see in this change?” or “How might we make this transition easier for the team?”
This approach, rooted in behavioral psychology, activates what’s called the endowment effect. When employees contribute their ideas, they feel a sense of ownership over the change and are more likely to support it.
4. Paint the picture of success.
Ambiguity is the enemy of progress. When employees can’t see what success looks like, their minds fill the gaps with worst-case scenarios. Your job is to create a vivid, tangible picture of what’s on the other side of the change.
For example, instead of saying, “This new CRM will streamline operations,” say, “Imagine logging in to a system where all your customer data is at your fingertips, saving you two hours a week.” When you make the benefits personal and concrete, you shift mindsets from skepticism to optimism.
5. Celebrate small wins.
Behavioral science tells us that small rewards trigger dopamine, the brain’s feel-good chemical. Find opportunities to celebrate incremental progress. Did a team hit a milestone? Acknowledge it. Did an employee adapt to a new system ahead of schedule? Shout them out. These micro-celebrations reinforce the behavior you want to see and build momentum.
Change is an emotional journey. When you understand and respect the psychological barriers your employees face, you can create an environment where they feel supported, heard, and valued.
Illustration: Getty Images.
