Navigating Change: From Resistance to Resilience

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Change. It’s one of the few constants in life—and one of the hardest for teams and organizations to navigate. Even the most well-intended transformation efforts can feel like a tidal wave to those caught in the current, especially if they weren’t given a life vest—or a heads-up.

Yet we know from decades of neuroscience, psychology, and emotional intelligence research: the ability to move through change with clarity, resilience, and influence is a defining quality of successful leaders. And it's not just about managing projects—it’s about honoring the humans within the system.

So how do we help ourselves and others move from resistance to readiness?

Let’s start by unpacking what gets in the way.

Why Resistance is a Human Reflex

Before labeling resistance as negativity or laziness, it helps to remember: resistance is hard-wired. At its root, it’s a survival response—our brain’s natural defense against the unknown. The status quo may not be ideal, but it’s familiar. And familiarity feels safe.

Rick Maurer, a trusted voice in change leadership, outlines three core reasons people resist change:

1. They don’t understand it (lack of information)

2. They don’t like it (fear of loss or discomfort)

3. They don’t trust the person or process behind it (lack of confidence in leadership)

   
   

Sound familiar?

When a change is announced without context, without meaningful involvement, or without empathy, resistance isn’t just predictable—it’s rational.

The ADKAR Model: Building Blocks of Change

One of the most practical frameworks I use with clients is ADKAR, developed by Prosci. It outlines the five stages individuals must move through to embrace change successfully:

• Awareness: of the need for change

• Desire: to participate and support the change

• Knowledge: of how to change

• Ability: to implement new skills or behaviors

• Reinforcement: to sustain the change

When change stalls, it’s often because one of these stages is overlooked.

For example, leaders may jump to the "how" without creating authentic awareness or desire. They may train on tools but fail to reinforce adoption with meaningful feedback or support.

Using ADKAR allows us to diagnose resistance and adjust our approach with empathy—not judgment.

The Five Types of Adopters: Know Your Curve

Simon Sinek reminds us that when introducing any new initiative, idea, or innovation, your audience likely falls along a bell curve:

1. Innovators – naturally embrace change; often help lead it

2. Early Adopters – open-minded and optimistic

3. Early Majority – practical, need proof

4. Late Majority – skeptical, require reassurance

5. Laggards – resist until they must change

   
   

Understanding where your team members fall helps you tailor communication, support, and pace. Too often, we lead as if everyone is an innovator—and then get blindsided by silence or pushback.

Rather than seeing late adopters as obstacles, see them as barometers of trust and clarity. What do they need to feel safe, supported, and informed?

The Inner Game: Leveraging Positive Intelligence

Beyond systems and strategies, there’s an inner game of change—and this is where Positive Intelligence adds depth.

In the Positive Intelligence framework by Shirzad Chamine, we're reminded that we all have “Saboteurs”—inner critics that hijack our responses to stress—and “Sage Powers” that guide us toward calm, clarity, and creativity.

When navigating change, common saboteurs include:

• The Controller – fears losing control

• The Avoider – dodges conflict or discomfort

• The Stickler – clings to perfection or order

To counter these saboteurs, leaders can activate Sage powers like:

• Empathize – “How might this feel for others?”

• Explore – “What else could be true?”

• Navigate – “What values do I want to lead from?”

When leaders operate from Sage, they model resilience, emotional intelligence, and grounded optimism—critical traits in any change initiative.

Practical Coaching Questions to Support Change

Whether you're an executive, physician leader, or team lead, asking powerful questions can shift the energy from resistance to engagement:

• What’s one thing you’re curious—or concerned—about with this change?

• What support would help you feel more confident right now?

• Where do you see opportunities in this change?

• What’s one small action we can take to move forward today?

These aren’t just conversation starters—they're trust builders.

In Closing: Navigating with Empathy and Intent

Change doesn’t fail because people are incapable—it fails when they feel unheard, unprepared, or unseen.

As leaders, our role isn’t to force compliance, but to foster readiness. When we bring emotional intelligence, trust, and curiosity into the room, we help people not just cope with change—but grow through it.

Let’s lead change not as a disruption to survive, but as a transformation to co-create.

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