Resistance to change
Resistance does not show up in one uniform way. People express it differently because it comes from different sources.
There are four demonstrations of resistance to look out for. Recognising which type you’re seeing helps you choose the right leadership response.
Disengaged
What it looks like
A disengaged employee withdraws their initiative and interest. They adopt a passive stance - doing the bare minimum, avoiding involvement, and hoping things will resolve without their input.
They’re physically present but mentally checked out.
You’ll notice them being hard to locate, making only surface-level commitments (“No problem”, “This won’t affect me”), and showing little drive or energy.
What’s driving it
They typically value stability, predictability, autonomy, and routine. Change threatens those anchors, so they pull back to protect themselves.
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 realise their behaviour has changed, so proactive leadership matters. Create space for them to share concerns, even if they offer very little at first. 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 expect energy, creativity, or extra effort. At this stage, even basic momentum may be a stretch.
You want them to begin to show up with more presence, take small steps forward, and re-engage with their work in meaningful ways.
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.
Disidentified
What it looks like
Disidentified employees perceive their identity or expertise 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They may appear withdrawn, sad, or preoccupied with how things used to be.
What’s driving it
They tie their identity to their role, craft, reputation or expertise. Their reaction is rooted in a sense of loss (and possibly victimhood). Change can feel like a personal loss to them.
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. Facilitate identity reconstruction by connecting past contributions to future opportunities.
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.
Don’t expect quick emotional recovery; identity disruption takes time and they need help rebuilding that story.
Don’t expect them to embrace new ways of working simply because they are logical or efficient—their resistance is emotional, not rational.
Don’t expect them to “get over it” because others have moved on; comparisons with peers usually make things worse.
Disenchanted or Disgruntled
What it looks like
This is an emotionally charged response expressed as anger, frustration, or cynicism. They know the old way is gone, and they are upset about it. You might hear “This will never work” or “I’m leaving as soon as I can.” They may vent openly or show passive-aggressive behaviours such as rumour-spreading, undermining, or quiet sabotage. Their negativity can spread quickly.
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.
What’s driving it
Often it stems from violated expectations, eroded trust, or feeling let down. These individuals may have invested deeply in the past and now feel betrayed. They are motivated by commitment and belief in the organisation and react strongly when those feel compromised.
HOW TO HANDLE
Act quickly.
Allow them to vent so they can move from intense emotion to a more neutral state.
Acknowledge their frustration and reassure them it isn’t held against them. Sometimes this reaction masks deeper disengagement or identity-related concerns, which may emerge once the anger subsides.
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.
Don’t expect them to trust leadership’s intentions until their anger has been acknowledged and processed.
A Note of Caution!
The Disgruntled are often the loudest group, and their intensity can pull leadership attention towards them. They take up space, create noise, and can feel like the most urgent priority. Although it’s essential to acknowledge and address them promptly, don’t let their volume distract you from the quieter forms of resistance.
Disengagement, Disidentification, and Disorientation rarely shout for attention, but they can be far more damaging if left unaddressed. Think of the Disgruntled as the visible fire while the others smoulder out of sight. Leaders often feel they’ve “handled the problem” once the loudest voices settle, but that can leave the more subtle, more pervasive issues untouched.
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.
Don’t expect them to act until the path feels navigable. Decision-making takes cognitive overload (which is already high) and they won’t feel confident until they regain a sense of structure and/or control.
Don’t expect them to intuit priorities or “figure it out”; ambiguity is paralysing, not motivating.
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.