Addressing change resistance: Getting the laggards onboard

Change is constant, whether we like it or not. Organisations are evolving their processes, systems, and structures at an unprecedented pace. While transformation brings opportunity, it also brings challenges, and one of the biggest can be resistance from within.

Change resistance in the workplace is not unusual. In fact, it is a natural human response. People worry about uncertainty, fear losing control, or simply prefer the familiarity of established routines. As highlighted in our recent webinar: ‘How change management drives long term success in a volatile world’, resistance should not be seen as failure, but as something to anticipate, understand, and work with.

So how can leaders and project managers shift mindsets, address resistance, and ensure change sticks?

Why people resist change

Understanding the roots of resistance is the first step in managing it. Common reasons include:

• Fear and uncertainty: Change disrupts the familiar. Employees may worry about how new processes affect their role, or whether they will have the skills to succeed in a new environment
• Lack of trust: If there’s little confidence in leadership or in the change process itself, people are more likely to push back. Misalignment between words and actions can quickly undermine belief
• Poor communication: When the “why” behind change isn’t clearly explained, resistance tends to grow. Without a sense of purpose or benefits, employees may see change as unnecessary or disruptive
• Change fatigue: In organisations facing back-to-back initiatives, employees may feel overwhelmed. Even beneficial changes can be resisted if people are too exhausted to engage

Recognising these factors helps managers respond with empathy and develop strategies to reduce resistance, rather than treating it as defiance.

Insights from the Innovation Adoption Curve

Sociologist Everett Rogers’ Innovation Adoption Curve offers a useful perspective on how people typically respond to change. While innovators and early adopters embrace new ideas quickly, at the other end of the curve are the “laggards”: those who are slowest to adopt.

Our webinar discussion emphasised that laggards aren’t simply being difficult. They may have legitimate concerns or simply need more reassurance and support to feel comfortable moving forward. Treating them as obstacles risks deepening resistance. Instead, organisations should see laggards as a key group to engage with. When they are finally convinced, their influence can help reinforce adoption across the wider workforce.

Strategies to address change resistance

While resistance can’t be eliminated entirely, it can be managed and reduced with thoughtful approaches. Here are some practical change management strategies to consider:

Communicate with clarity and honesty

Employees need to know what is changing, why it matters, and how it will affect them. Be transparent about challenges as well as benefits. Consistent, honest messaging helps build credibility and reduces uncertainty.

Create opportunities for involvement

People are more likely to support what they help shape. Involve employees in planning and decision-making where possible. Invite feedback early and often and show how their input influences the process.

Build trust through visible leadership

Trust is earned through action. Leaders who actively model new behaviours, listen to concerns, and follow through on promises send a powerful signal that change is genuine and supported at the top.

Offer support and development

Resistance often stems from fear of not coping. Providing training, coaching, and time to learn new skills reduces anxiety and builds confidence in the new ways of working.

Manage pace and avoid fatigue

Where possible, schedule initiatives to give people space to adapt. A relentless cycle of change can erode morale and increase resistance. Prioritising high-value changes and communicating the rationale for pacing can help employees stay engaged.

Turning resistance into engagement

It’s important to remember that resistance isn’t always negative. It can highlight risks or overlooked issues that need addressing. Listening carefully to objections can lead to stronger solutions and smoother adoption.

By reframing resistance as part of the change curve, organisations can better anticipate challenges and respond with strategies that support people through the journey. Over time, even the most hesitant adopters can become advocates, provided they are heard, supported, and shown the value of the change.

Turning sceptics into supporters

Change adoption challenges are inevitable, but they are also manageable. By understanding why resistance occurs, acknowledging the role of laggards in the adoption curve, and applying practical change management strategies, organisations can turn scepticism into support.

Watch the webinar to explore these ideas further. And if you’re ready to strengthen your organisation’s ability to manage change effectively, explore our Change Management™ training options  designed to help leaders and teams navigate transformation with confidence.