Resistance to change
There are many reasons for resistance, but at its heart, resistance is rooted in three key areas - a lack of awareness about why a change is needed, fear of personal impacts and fear of the unknown. People are biologically wired to look for patterns and predictability, and any uncertainty — even if it’s anticipated or positive — can trigger anxiety.
There are four demonstrations of resistance to look out for - not all the symptoms or expressions are the same - and they come from different sources, therefore, need to be handled differently.
Disengaged
A disengaged employee seems to lose initiative and interest in their work. They adopt a passive stance - doing very little to nothing and hoping for the best.
They’re physically present but mentally checked out. Lacking drive and commitment, they comply without genuine psychological investment. You’ll notice them doing just enough to get by, often hard to locate, and quick to offer surface-level reassurances like “No problem” or “This won’t affect me.”
These individuals may value stability, predictability, autonomy, or routine, and are motivated by security and consistency. Change threatens those.
HOW TO HANDLE
The leadership approach here is to gently confront the disengagement, drawing the individual out and surfacing any underlying concerns. You will likely need to use open or gently probing questions to do this - they may not offer it willingly. They may not even realize their behaviour has shifted, so reassurance of management’s good intentions is key. Creating space for them to express their feelings can lead to constructive dialogue.
WHAT SUCCESS MAY LOOK LIKE
Disengaged employees rarely become champions of change, but with open communication and empathetic leadership, they can move toward acceptance and cooperation. Don’t push for enthusiasm—aim for re-engagement through relevance and reassurance. Rebuild trust by involving them in small decisions and reinforce their value to the team and show how they still belong.
You want them to begin to show up with more presence, take small steps forward, and re-engage with their work in meaningful ways.
Disidentified
Disidentified employees perceive their identity has been threatened by the change, leaving them vulnerable. They often cling to past procedures that gave them a sense of mastery and security. You’ll hear things like “My job is completely changed” or “I used to…”
They may appear withdrawn, sad, or preoccupied with how things used to be.
These individuals often tie their identity to their role or expertise. Their reaction is rooted in a sense of loss and victimhood. Change can feel like a personal loss.
They value mastery, recognition, and identity and are motivated by pride in their work and legacy.
HOW TO HANDLE
Leaders can help by encouraging reflection and guiding them to transfer positive feelings from the old situation into the new. One way to do this is by identifying what they valued before and showing how similar experiences can be found in the new context.
These employees also need help separating emotion from the work itself—understanding that letting go of old ways doesn’t mean losing the ability to feel good about their work.
Help them transfer pride and purpose into the new context. Show continuity between their past contributions and future opportunities. Focus on identity reconstruction—help them see how they still matter.
WHAT SUCCESS MAY LOOK LIKE
Disidentified employees begin to reconnect with their sense of purpose. They find new ways to feel competent and valued, and start to see how their strengths can be applied in the changed environment. The past is no longer a source of pain, but a foundation for growth.
If lucky, these can end up becoming passionate advocates for the change itself.
Disenchanted or Disgruntled
Disenchantment is a common, emotionally charged reaction to change—often expressed as anger or cynicism. These employees know the past is gone, and they’re upset about it. They may form coalitions, spread negativity, or lose trust in leadership.
You’ll hear statements like “This will never work” or “I’m getting out of this company as soon as I can.” In open cultures, this anger may be expressed directly. In more restrained environments, it can surface as passive-aggressive behaviour—rumours, badmouthing, or quiet sabotage. Disenchantment is contagious and can quickly spread.
Disenchantment is driven by frustration, often when expectations are violated or trust in leadership erodes. These individuals may have invested heavily in the past and feel betrayed or let down. They are often motivated by commitment and belief in the organization.
HOW TO HANDLE
The first step in managing this reaction is to help the employee move from a highly negative emotional state to a more neutral one. This doesn’t mean dismissing their anger—it means letting them vent and begin to process it.
Next, acknowledge that their anger is valid and reassure them that it’s not held against them. Sometimes disenchantment masks deeper reactions like disidentification or disengagement, and working through it can reveal the true source of resistance.
WHAT SUCCESS MAY LOOK LIKE
Disenchanted employees almost never become enthusiastic supporters, but they can shift from resistance to tentative engagement. They stop undermining the change and start contributing ideas, even if cautiously. Their energy becomes less about opposition and more about figuring it out for themselves.
Disoriented
Disoriented employees feel lost and unsure of their emotions. They burn energy trying to figure out what to do, rather than how to do it.
They ask lots of questions, often get stuck in the details, and may delay action until they feel fully informed. You’ll hear things like “Now what do I do?” or “What do I do first?”—classic signs of analysis paralysis.
Disorientation arises from cognitive overload and ambiguity. This reaction is common among those who thrive on clarity and structure, and change disrupts their mental map and introduces ambiguity, which can be deeply unsettling.
They tend to value order, logic, and clear expectations, and are motivated by competence and understanding. Feel anxious when priorities are unclear.
HOW TO HANDLE
The leadership strategy here is to reduce uncertainty by framing the change within a clear vision. Help them see where they fit in the bigger picture, then guide them through a series of steps to regain focus and momentum. They need clarity, priorities, and reassurance. Don’t overwhelm with big-picture vision—break it down into digestible steps.
WHAT SUCCESS MAY LOOK LIKE
Disoriented employees begin to regain confidence as they understand the new direction. They start asking fewer “what” questions and more “how” questions. With structure and support, they move from hesitation to action, and begin to navigate change with greater clarity.
Final Thought
Leaders must be able to diagnose these four distinct reactions to change. There’s no one-size-fits-all strategy—each response carries its own concerns and requires a tailored approach. By recognizing the signs and responding appropriately, even strong resisters can be guided through a successful transition.