CHANGE MANAGEMENT & HRM- Overcoming Resistance & Leading Change
CHANGE MANAGEMENT & HRM
BLOG 7
Overcoming Resistance &
Leading Change
Introduction
Resistance to change is one of the most predictable hurdles organizations
faces, yet it is often misunderstood. People do not resist change randomly they
resist the loss, uncertainty, and emotional discomfort associated with change.
Human Resource Management (HRM) plays a critical role in understanding these
reactions and designing practices that help employees move from resistance to
acceptance. Kotter’s 8-Step Model offers a powerful framework for leading
change, not through force or compliance, but by creating emotional engagement
and reinforcing new behaviors. This article explores how organizations can
understand resistance, reduce barriers, build involvement, and lead change in a
structured yet human-centered way. Drawing on Ulrich’s people-focused
perspective, Lewin’s foundational change principles, and modern behavioral
theory, the discussion highlights how emotional buy-in not just processes determines
long-term success. Real world examples from Microsoft and LEGO further
illustrate how HRM and leadership can turn resistance into momentum.
Understanding Resistance: Why People React Negatively
Resistance is a natural psychological response to
disruption. Armstrong (2017) notes that employees often experience fear, loss
of control, ambiguity, or lack of trust. Bridges (2009) further argues that
people resist endings, not beginnings. These reactions are not signs of
disloyalty they are evidence of emotional attachment to the old ways of
working.
Typical negative reactions include:
HRM must treat resistance as data a signal of where
communication, capability building, or leadership support is needed. Rather
than suppressing resistance, the goal is to understand it, validate it, and
address the root causes.
Creating Ownership, Involvement, and Communication
Employees support what they help to create. Lewin (1951)
argued that participation reduces resistance by allowing people to influence
the process. Involving employees early gives them a sense of ownership, reduces
anxiety, and improves decision quality.
Three HRM levers are critical:
1. Ownership
When people feel ownership, resistance drops dramatically.
HR can encourage ownership by involving employees in pilot groups, user
testing, or redesign sessions.
2. Involvement
Participation builds psychological safety. Involving teams
in co-creating solutions ensures faster adoption and stronger emotional
alignment.
3. Communication
Communication must be two-way. Kotter emphasises the need
for consistent, transparent messaging that addresses the "why", not
only the "what". Storytelling and open forums create trust by making
employees feel respected and informed.
Ulrich (2016) further argues that leaders should replace
fear with excitement by framing change as an opportunity for growth,
contribution, and personal advancement.
Kotter’s 8-Step Model for Leading Change
Kotter’s model remains one of the most practical and
emotionally-focused frameworks for leading change. Unlike models that emphasise
structural steps alone, Kotter stresses the importance of engaging the heart,
not just the mind.
1. Create a Sense of Urgency
People rarely change unless they feel a compelling need.
Leaders must explain the business case in a way that is emotionally meaningful.
HR assists by shaping the narrative and reinforcing urgency through
communication and data.
2. Build a Guiding Coalition
Change cannot be led by one person. A cross-functional
coalition ensures diversity, credibility, and influence. HR identifies
champions, influencers, and early adopters who can drive momentum.
3. Form a Strategic Vision
A simple, compelling vision guides behavior and reduces
uncertainty. Kotter stresses that vision must be clear, future-oriented, and
easy to communicate. HR ensures this vision is translated into behavioral
expectations and capability requirements.
4. Enlist a Volunteer Army
Change accelerates when enough people genuinely want it. HR
supports volunteer engagement by empowering passionate employees, recognizing
contributions, and building excitement around early wins.
5. Remove Barriers
Barriers include outdated processes, bureaucracy, toxic
behaviors, or skill gaps. HR plays a critical role in redesigning roles,
providing training, and reshaping policies to create frictionless adoption.
6. Generate Short Term Wins
Quick wins build credibility and reduce skepticism. This
step mirrors Lewin’s transition stage, where small victories encourage people
to continue the journey. HR ensures wins are visible, celebrated, and linked to
performance systems.
7. Sustain Acceleration
Momentum often fades after early wins. HR must embed
continuous learning loops, regular check-ins, and reinforcement mechanisms to
keep teams energized.
8. Institute Change
Institutionalization occurs when behaviors become part of
the culture. HR ensures new norms are embedded in KPIs, leadership behaviors,
recruitment, performance conversations, and reward structures. As Schein (2010)
notes, culture only changes when behaviors are consistently reinforced.
Kotter emphasizes that change succeeds only when people
emotionally commit not when they comply out of obligation.
Replacing Fear with Excitement: Ulrich’s Contribution
Dave Ulrich argues that HR leaders must “turn victims into
volunteers” by transforming fear into excitement. This requires:
• reframing change as growth
• linking change to personal development
• sharing success stories
• creating psychological safety
• providing continuous learning opportunities
Ulrich’s perspective aligns strongly with Kotter’s
“volunteer army” concept people follow change when they feel hopeful,
supported, and valued.
Real-World Examples
Example 1: Microsoft’s Transformation under Satya Nadella
When Nadella took over as CEO, Microsoft employees were
resistant after years of internal competition and fear-based culture. Nadella
applied Kotter’s principles effectively:
• Urgency: He highlighted the shift toward cloud computing.
• Coalition: He built a leadership team that embraced
empathy and learning.
• Vision: “Growth mindset” became the cultural anchor.
• Volunteer Army: Employees were encouraged to experiment.
• Quick Wins: Azure and Office 365 growth boosted
confidence.
• Institutionalization: HR embedded growth mindset into
performance systems.
Microsoft succeeded because Nadella addressed emotional
resistance, not just strategic gaps (Nadella, 2017).
https://youtu.be/nsODQzeX4t0?si=AeWDAdOVZssVwn5K
Example 2: LEGO’s Cultural and Financial Turnaround
In the early 2000s, LEGO was on the verge of bankruptcy.
Employees were resistant to change because the company had relied on creative
autonomy for decades. Leadership applied Kotter’s principles:
• Urgency: Immediate financial risks were communicated
transparently.
• Coalition: Cross-functional teams, including designers and
HR, drove change.
• Vision: “System-in-Play” and innovation discipline.
• Volunteer Army: Designers embraced co-creation with
customers.
• Removing Barriers: Streamlined supply chain and reduced
SKUs.
• Quick Wins: Successful launches in core product lines.
• Institutionalization: Continuous innovation embedded into
culture.
LEGO’s turnaround succeeded because resistance was addressed
through involvement, communication, and empowerment.
https://youtu.be/IjcSKukg9IE?si=Vtf7u7iojZCdO5ah
Conclusion
Change fails when organizations underestimate the emotional
journey employees experience. Overcoming resistance is not about forcing
compliance it requires empathy, ownership, communication, and emotional
engagement. Kotter’s 8-Step Model provides a structured yet human-centered
pathway for leading change, while Ulrich offers practical insight into turning
fear into excitement. HRM sits at the center of this process, shaping the
systems, culture, communication, and leadership behaviors that enable change
to stick.
Ultimately, change leadership is not a mechanical sequence
of tasks. It is a behavioral, emotional, and cultural transformation one that
succeeds only when people feel included, supported, and inspired to build the
future together.
References
Armstrong, M. (2017) Armstrong’s
Handbook of Human Resource Management Practice. 14th edn. London: Kogan Page.
Available at: https://www.koganpage.com/product/armstrong-s-handbook-of-human-resource-management-practice-9780749474119
Bridges, W. (2009) Managing
Transitions: Making the Most of Change. 3rd edn. Philadelphia: Da Capo Press.
Available at: https://www.hachettebookgroup.com/titles/william-bridges/managing-transitions-25th-anniversary-edition/9780738211428/
Kotter, J.P. (1996) Leading
Change. Boston, MA: Harvard Business School Press. Available at:
https://www.hbs.edu/faculty/Pages/item.aspx?num=45
Lewin, K. (1951) Field Theory in
Social Science: Selected Theoretical Papers. New York: Harper & Row.
Available at: https://books.google.com/books?id=ucV6QgAACAAJ
Nadella, S. (2017) Hit Refresh:
The Quest to Rediscover Microsoft’s Soul and Imagine a Better Future for
Everyone. New York: Harper Business. Available at: https://www.harpercollins.com/products/hit-refresh-satya-nadella
Schein, E.H. (2010) Organizational
Culture and Leadership. 4th edn. San Francisco: Jossey-Bass. Available at: https://www.wiley.com/en-us/Organizational+Culture+and+Leadership%2C+4th+Edition-p-9780470190609
Ulrich, D., Brockbank, W.,
Johnson, D., Sandholtz, K. and Younger, J. (2016) HR from the Outside In: Six
Competencies for the Future of Human Resources. New York: McGraw-Hill.
Available at: https://books.google.com/books?id=8dA9nQAACAAJ
Chiranthi, this article provides a well-developed and academically grounded analysis of resistance and its implications for organisational change. It effectively integrates with Kotter’s 8-Step Model (structure) and Ulrich’s people-centered perspective (engagement). The main takeaway is that emotional engagement, not just procedural compliance, the way it drives for successful transformation.
ReplyDeleteKey insights include:
• The insightful distinction between resistance to endings (Bridges) and resistance to the change itself.
• The emphasis on ownership, involvement, and transparent communication as best practices to manage resistance.
The Microsoft and LEGO case studies successfully demonstrate how structured change frameworks, combined with empathetic leadership, can convert resistance into sustained momentum.
Thank you so much for your thoughtful and encouraging feedback Indika. I truly appreciate the way you highlighted the integration of Kotter’s 8-Step Model and Ulrich’s people centric lens, as well as the importance of emotional engagement in driving meaningful transformation. Your emphasis on the nuances of resistance and the value of ownership and transparent communication resonates deeply with the intentions behind this analysis. I’m also glad to hear that the Microsoft and LEGO case studies effectively illustrated how structured methods and empathetic leadership work together in practice. Thank you again for your insightful reflections and support.
DeleteThis essay clearly shows how HR can convert opposition to support for change, focusing on the emotional and behavioral factors that are sometimes disregarded. It clearly connects Kotter's 8-Step Model to Ulrich's people-focused viewpoint, demonstrating how ownership, communication, and engagement enable employees to accept change. Real-world examples from Microsoft and LEGO demonstrate practical applicability, emphasizing HR's strategic role in developing culture, leadership, and processes to ensure transformation success.
ReplyDeleteIndika, I truly value your thoughtful feedback, thank you for taking the time to share it. I’m glad the essay’s focus on the emotional and behavioral aspects of change came through clearly, as these elements are often overlooked but so important. Your recognition of the link between Kotter’s framework and Ulrich’s people-focused approach is very encouraging, and I appreciate your note on how the Microsoft and LEGO examples supported the discussion. Thank you again for your supportive and insightful comments.
DeleteStrong article on resistance management. The point about treating resistance as data rather than disloyalty is critical. In operational environments, frontline resistance often reveals practical implementation flaws leadership missed. Listening to concerns early prevents costly mid-rollout corrections and builds credibility. Dismissing resistance as mere negativity wastes valuable operational intelligence
ReplyDeleteReally appreciate you highlighting this perspective, thank you for such a thoughtful comment. Your point about viewing resistance as valuable operational insight rather than disloyalty is spot on. Frontline feedback often exposes issues leaders can’t see from a distance, and acknowledging those concerns early can make all the difference in execution and trust-building. I’m grateful for your practical lens on the topic.
DeleteExcellent roadmap for overcoming barriers. I liked the actionable suggestions you gave. In My opinion having suggestions is one thing implementing them consistently is what separates successful change from failed projects
ReplyDeleteThank you, Shashi, for sharing this, short but very impactful. I completely agree that consistent implementation is what truly determines whether change efforts succeed. I’m glad the actionable suggestions resonated with you, and I appreciate you emphasizing the importance of follow-through. Your insight adds real depth to the discussion!
DeleteThis is an exceptionally well-structured and insightful exploration of change management. I really appreciate how you blend classical theories from Kotter, Lewin, Bridges, and Ulrich with real-world examples like Microsoft and LEGO to show how emotional engagement shapes successful transformation. Your emphasis on ownership, communication, and psychological safety is especially powerful because these elements are often ignored in practice. The breakdown of Kotter’s 8-Step Model is clear, practical, and strongly connected to HRM’s role in sustaining cultural change. Overall, this blog provides a deep and well-rounded understanding of how organizations can turn resistance into momentum by focusing on people, not just processes. Really well written!
ReplyDeleteI’m truly grateful for your generous and thoughtful feedback. It means a lot to hear that the integration of the classical theories with real-world cases resonated so clearly. I especially appreciate your recognition of the focus on emotional engagement, ownership, and psychological safety those people-centered elements are often the real drivers of lasting change. Thank you for taking the time to share such encouraging reflections.
DeleteIn your blog you stress emotional engagement, Kotter’s steps and treating resistance as data. What specific, practical sequence of actions can HR implement during the early stages of a major transformation to diagnose the root causes of resistance, quickly build ownership and volunteer advocates, and measure emotional buy-in so leaders can adjust approach in real time?
ReplyDeleteNilukshan, your questions always push the conversation to a deeper and more strategic level, thank you for that. My view is that HR should take a diagnose → engage → mobilize → measure sequence during the earliest stage of transformation.
Delete1. Diagnose resistance early
• Run quick sentiment scans and short interviews to surface fears, workload concerns, and trust gaps.
• Map patterns by team or role and bring frontline voices into early design conversations to uncover blind spots.
2. Build ownership through co-creation
• Shift employees from “recipients” to contributors by involving them in shaping workflows, communication, or pilot designs.
• Identify credible influencers and pull them in as early thought partners rather than assigning formal champions.
3. Mobilize volunteer advocates
• Share early prototypes or insights and invite volunteers to refine solutions.
• Give them autonomy to lead small discussions or test behaviors and recognize their contributions visibly.
4. Measure emotional buy-in in real time
• Track micro-pulse sentiment, quality of questions, and engagement in feedback loops.
• Feed these signals into leadership huddles so communication, pacing, or support can be adjusted immediately.
Overall, my view is that treating resistance as insight and employees as partners gives HR the leverage to build genuine ownership and guide leaders with real-time emotional data.
Thank you for this powerful exploration of overcoming resistance through Kotter's 8 Step Model. Your emphasis on treating resistance as emotional data rather than disloyalty really reframes how HR should respond. The examples from Microsoft and LEGO effectively demonstrate how involvement and communication turn fear into momentum. Which of Kotter's eight steps do you find most critical when initial urgency fades and employee skepticism returns?
ReplyDeleteThanks so much for your thoughtful comment, really appreciate the way you’ve engaged with the ideas. When urgency slips and doubt creeps back in, I think Step 4: Communicating the Vision becomes the most important. People don’t usually lose direction they lose connection. Clear, honest updates and repeating the “why” helps bring them back on board.
DeleteAnother angle is Sustaining Acceleration. Small, visible wins reassure people that the change is actually working. When they see progress, their confidence naturally returns.
A interesting blog which offers an exceptionally powerful and well structured analysis of how to manage resistance to change correctly identifying it as a predictable emotional response rather than simple defiance. This analysis is outstanding for reframing resistance as a signal of loss and uncertainty emphasizing that change management must address the heart not just the mind. By using Kotter’s 8 Step Model, the blog provides a practical framework stressing the critical steps of creating urgency and building a Guiding Coalition. The key insight that change succeeds when employees become "volunteers" through ownership, involvement and transparent communication (Ulrich) is brilliantly supported by the turnaround examples of Microsoft and LEGO.
ReplyDeleteReally grateful for your generous feedback, thank you for taking the time to share this. I’m glad the focus on resistance as an emotional response, rather than defiance, came through clearly, as that’s often where meaningful change work begins. Your reflections on urgency, guiding coalitions, and the role of ownership and communication capture exactly what I hoped to highlight. I truly appreciate your thoughtful reading and encouragement!
DeleteThis blog provides an in-depth exploration of the dynamics of resistance to change within organizations, emphasizing the role of strategic HRM practices and people-centered leadership. It integrates classical theories such as Lewin’s change principles, Kotter’s 8-Step Model, and Bridges’ Transition Theory with contemporary HR perspectives, notably Ulrich’s approach, positing that emotional engagement is pivotal for successful change implementation, surpassing mere procedural adherence.
ReplyDeleteI really appreciate your thoughtful analysis. Thank you for sharing it. I’m glad the connection between classical change theories and people-centered HR perspectives resonated, especially the emphasis on emotional engagement over just following procedures. Your reflection captures the essence of what I hoped to convey, and I’m grateful for your insightful reading.
DeleteThis blog provides a clear and insightful analysis of resistance to change, emphasizing its psychological and emotional origins rather than framing it as employee defiance. By integrating Kotter’s 8-Step Model, Lewin’s participation principles, and Ulrich’s people-centred perspective, the article effectively demonstrates how structured processes and emotional engagement must work together to foster successful change adoption. The use of examples from Microsoft and LEGO strengthens the practical relevance, showing how leadership communication, ownership, and early wins transform resistance into commitment. Overall, the blog offers a well-balanced and theoretically grounded discussion that highlights HR’s strategic role in supporting employees through the emotional journey of organizational change.
ReplyDeleteI really value your detailed and thoughtful feedback Charith, I’m glad the emphasis on resistance as a psychological and emotional response stood out, and that the integration of theory with real-world examples like Microsoft and LEGO resonated. Your reflections on leadership communication, ownership, and early wins perfectly capture the practical lessons I hoped to convey. I truly appreciate your encouraging and insightful comments.
DeleteHi Chiranthi, This blog provides an excellent, people centered perspective on managing resistance to change. I particularly liked the framing of resistance as emotional data rather than defiance, which aligns well with Bridges’ and Lewin’s insights. The integration of Kotter’s 8 Step Model with Ulrich’s emphasis on ownership, involvement, and psychological safety makes the framework highly practical. Real-world examples from Microsoft and LEGO clearly show how HR can convert fear into momentum through communication, coalition building, and early wins. Overall, it reinforces that emotional engagement is as critical as structural planning in successful change.
ReplyDeleteIt’s wonderful to read such a thoughtful and detailed reflection on the blog. I’m glad the perspective of resistance as emotional data resonated with you, as I believe understanding the human side of change is often the key to success. Your recognition of the integration of Kotter’s 8-Step Model with Ulrich’s focus on ownership, involvement, and psychological safety really captures the practical approach I hoped to convey. I’m also pleased that the Microsoft and LEGO examples illustrated how HR can turn fear into momentum through clear communication, coalition building, and early wins. Your feedback reinforces the idea that successful change relies not just on processes, but on genuinely engaging and empowering people throughout the journey. Thank you for your encouraging and insightful comments
DeleteThis is such a clear, insightful, and human-centered exploration of change management. I really appreciate how you frame resistance not as a “problem” to eliminate, but as an emotional response that deserves understanding. Your use of Kotter, Ulrich, Lewin, and Bridges makes the explanation feel both practical and deeply rooted in real human behavior.
ReplyDeleteWhat really stands out is how you highlight HR’s role not just in managing processes, but in shaping the emotional journey—building ownership, creating clarity, and helping people feel supported rather than overwhelmed. The Microsoft and LEGO examples bring everything to life perfectly, showing how empathy, communication, and involvement can genuinely transform resistance into momentum.
Overall, this is a thoughtful and relatable take on leading change one that reminds us that successful transformation always starts with people, not plans.
Highly appreciate your kind and thoughtful reflections. It’s wonderful to hear that the human-centered perspective on resistance and the emphasis on emotional understanding resonated with you. I’m glad the integration of Kotter, Ulrich, Lewin, and Bridges came across as both practical and grounded in real behavior. Your point about HR shaping the emotional journey rather than just managing processes perfectly captures the essence I hoped to convey. I’m also pleased the Microsoft and LEGO examples helped bring these ideas to life. Thank you for highlighting how empathy, communication, and involvement are central to turning resistance into momentum it truly reinforces the focus on people as the heart of successful change.
DeleteDear Chiranthi,
ReplyDeleteYou have successfully conveyed how change initiatives frequently stumble when organizations overlook the emotional experiences of their employees. Furthermore, you have clearly articulated that change leadership is not simply a mechanical sequence of actions. You emphasized that it embodies a transformation that is behavioral, emotional, and cultural, which can only thrive when individuals feel included, supported, and inspired to work together in shaping the future. Outstanding blog.
Thank you so much for your generous and thoughtful feedback Gerald. I’m delighted that the emphasis on the emotional and cultural dimensions of change resonated with you. You’ve perfectly captured the essence of what I hoped to convey that successful change is not just procedural, but deeply human, requiring inclusion, support, and shared purpose. I truly appreciate your kind words and encouraging reflections on the blog.
DeleteChiranthi, this is a clear and deeply human-centred exploration of change management. I appreciate how you position resistance not as a hurdle but as an emotional response that requires empathy and understanding. Your integration of Kotter, Ulrich, Lewin, and Bridges gives the analysis both structure and psychological depth. What stands out most is your focus on HR’s role in guiding the emotional journey of change by creating ownership, clarity, and genuine support. The Microsoft and LEGO examples strengthen the message, showing how communication and involvement can turn resistance into momentum. A thoughtful reminder that successful transformation begins with people, not plans.
ReplyDeleteChiranthi, this essay clearly demonstrates how HR can turn resistance into commitment by addressing the emotional and behavioural dimensions of change. Your alignment of Kotter’s 8-Step Model with Ulrich’s people-focused perspective highlights how ownership, communication, and engagement enable employees to accept and support transformation. The examples from Microsoft and LEGO strengthen the practicality of your argument and show HR’s strategic contribution to culture, leadership development, and process alignment. A strong and well-applied discussion of HR’s role in successful organisational change.
ReplyDelete