Insight       05 February 2025

The Two Faces of Change

Recent research reveals a critical insight: we often confuse individual and organisational resistance to change, leading to failed transformation initiatives.

Beyond Simple Resistance

Picture this: A company rolls out a new digital workflow system. Despite enthusiastic individual users and comprehensive training, the change isn't sticking. Why? Because they treat an organisational immune response as an individual resistance problem. 

Beyond Simple Resistance

Picture this: A company rolls out a new digital workflow system. Despite enthusiastic individual users and comprehensive training, the change isn't sticking. Why? Because they treat an organisational immune response as an individual resistance problem. 

Four Critical Dimensions of Change Response

Recent research identifies four key factors that shape how people and organisations respond to change:  
1. Individual Resistance 

This is personal - about fear, habits, and comfort zones. People grow concerned about job security, competency, or status. Individual characteristics like self-efficacy also significantly influence change perception. 

2. Group Dynamics 

Team relationships and collective behaviours matter. Strong team bonds can lead to group resistance when established dynamics are threatened. Group norms often determine whether teams embrace or reject change. 

3. Organisational Resistance 

This exists in outdated policies, misaligned incentives, and incompatible processes. These systemic barriers can derail transformation efforts even with willing individuals - like an organisational immune system rejecting change. 

4. Change Leadership Impact 

The way change is communicated and who leads it dramatically affects success. High-status change agents who provide support and resources typically achieve better outcomes. 

Four Critical Dimensions of Change Response

Recent research identifies four key factors that shape how people and organisations respond to change:  
1. Individual Resistance
This is personal - about fear, habits, and comfort zones. People grow concerned about job security, competency, or status. Individual characteristics like self-efficacy also significantly influence change perception. 
2. Group Dynamics
Team relationships and collective behaviours matter. Strong team bonds can lead to group resistance when established dynamics are threatened. Group norms often determine whether teams embrace or reject change. 
3. Organisational Resistance
This exists in outdated policies, misaligned incentives, and incompatible processes. These systemic barriers can derail transformation efforts even with willing individuals - like an organisational immune system rejecting change. 
4. Change Leadership Impact
The way change is communicated and who leads it dramatically affects success. High-status change agents who provide support and resources typically achieve better outcomes. 

Resistance vs. Non-Readiness

Modern research also distinguishes between:
Resistance: Active opposition requiring transformational leadership
Non-readiness: Lack of capability requiring education and support 

Resistance vs. Non-Readiness

Modern research also distinguishes between:
Resistance: Active opposition requiring transformational leadership
Non-readiness: Lack of capability requiring education and support 

The Path Forward Using a Dual Approach

Addressing both individual and organisational dimensions: 
  • Individual Level: Create psychological safety and clear development paths 
  • Group Level: Build trust and leverage team influencers 
  • Organisational Level: Align changes with strategy and culture 
  • Leadership Level: Develop compelling narratives and build consensus 
People can simultaneously be ready for some changes while resisting others. This complexity demands nuanced strategies that transform individual mindsets and organisational DNA, with an awareness of differences in particular aspects of the change. 



Bagrationi, K., & Gordienko, O. (2024). Dynamics of Organisational Change: Resistance, Readiness, and the Road Ahead. Proceedings of the 19th European Conference on Innovation and Entrepreneurship, ECIE 2024, 81-88.

The Path Forward Using a Dual Approach

Addressing both individual and organisational dimensions: 
  • Individual Level: Create psychological safety and clear development paths
  • Group Level: Build trust and leverage team influencers
  • Organisational Level: Align changes with strategy and culture
  • Leadership Level: Develop compelling narratives and build consensus 
People can simultaneously be ready for some changes while resisting others. This complexity demands nuanced strategies that transform individual mindsets and organisational DNA, with an awareness of differences in particular aspects of the change. 
Bagrationi, K., & Gordienko, O. (2024). Dynamics of Organisational Change: Resistance, Readiness, and the Road Ahead. Proceedings of the 19th European Conference on Innovation and Entrepreneurship, ECIE 2024, 81-88.

Further Reading