Resistance to change is one of the most common challenges in both personal and professional environments. It’s not necessarily the change itself that people resist, but the unknown it brings. As Peter de Jager explains in “Resistance to Change: A New View of an Old Problem,” humans tend to feel safer with the familiar, even when change would be beneficial. This tendency to resist new things is a natural survival mechanism that has served humans well over time.
However, in today’s fast-paced world, where change is constant, this resistance can be a significant barrier to growth and innovation. Whether it’s adopting new technology at work or making lifestyle changes at home, the initial response to something unfamiliar is often hesitation. People are comfortable with what they know because it gives them a sense of control. But this comfort zone can quickly become a trap, keeping individuals and organizations stuck in outdated methods and behaviors.
Personally, I’ve often found myself hesitating to embrace new ideas, even though I’m generally open-minded. For example, when my workplace first introduced a new project management software, I waited to see how others adapted to it before fully committing. I wasn’t opposed to the change, but I didn’t want to invest time learning a tool that might not add immediate value to my work. This initial reluctance is something many of us can relate to—if what we’re doing works well enough, why bother with something new?
The key to overcoming resistance, as de Jager notes, lies in clearly demonstrating the benefits of the change. People are much more likely to embrace something new if they can see tangible advantages. For example, Domino’s Pizza faced a major challenge when their market share began to decline. Rather than sticking with their outdated business model, they overhauled their operations, empowering employees to solve customer issues without waiting for managerial approval. This change not only improved customer satisfaction but also boosted employee morale, as workers felt more engaged and empowered. The result? Domino’s regained its position as a leader in the pizza industry.
As future leaders, it’s important to understand that before we can lead others through change, we must first address our own resistance. This often means identifying our blind spots—the areas where we resist change without even realizing it. For example, I once resisted a new health routine that involved early morning workouts. I had always been a night owl, and the idea of waking up at 5 AM seemed impossible. But after seeing how energized my colleagues were after their morning workouts, I decided to give it a try. The initial resistance faded, and I now appreciate the benefits of starting my day with exercise.
Whether it’s implementing new technologies, adopting different management styles, or changing long-standing processes, the first step toward transformation is always internal. Once we commit to change, we become more flexible and open to the possibilities it can bring. By addressing our own resistance and showing others the benefits of change, we can help create a culture that embraces growth and innovation.
