Sign Two

Emotional disengagement and cynicism represent the second critical sign of resistance. This can manifest as reduced participation in meetings, negative commentary about new initiatives, or a general lack of enthusiasm for the organization’s future. A study by Wanberg and Banas (2020) found that cynicism during organizational change is strongly correlated with decreased job satisfaction and increased intention to leave. The risks of ignoring this sign are substantial, potentially leading to a brain drain of talented employees and a toxic work environment that can undermine the entire transformation effort. Addressing this resistance through open communication channels and by highlighting early wins in the change process can help rebuild trust and enthusiasm among the workforce.

Sign Three

The third sign, excessive information seeking and rumor-spreading, may initially seem benign or even positive, as it indicates employee engagement with the change process. However, this behavior often masks deep-seated anxiety about the unknown aspects of the transformation. A recent meta-analysis by Oreg et al. (2022) demonstrated that uncertainty during organizational change is a primary driver of resistance behaviors, including rumor-spreading. Left unchecked, this can lead to the rapid dissemination of misinformation, potentially derailing change efforts before they’ve truly begun. Executives who address this sign by maintaining transparent, consistent communication and creating formal channels for questions and feedback can significantly reduce uncertainty and build a more resilient organization.

Sign Four

Decreased productivity and presenteeism constitute the fourth sign of resistance, often manifesting as missed deadlines, lower quality work, or increased time spent on non-work activities during business hours. While the immediate impact on organizational output is evident, the long-term risks are even more severe. Research by Heckmann et al. (2021) indicates that prolonged periods of low productivity during change initiatives can lead to a self-reinforcing cycle of disengagement and reduced organizational commitment. By setting clear, achievable short-term goals and providing additional support and resources, executives can help employees navigate the transition period more effectively, maintaining productivity and engagement.

Sign Five

The final sign, passive resistance and malicious compliance, is perhaps the most insidious form of change resistance. Employees might outwardly agree to changes while failing to implement them or following new procedures so literally that they undermine efficiency. A study by Ybema et al. (2019) found that this form of resistance is particularly prevalent in organizations with a history of poorly managed change initiatives. The risks of ignoring this behavior are substantial, as it can create a facade of compliance while actually impeding the transformation process. Executives who encourage open dialogue about concerns and involve employees in problem-solving and refining new processes can effectively mitigate this form of resistance.

In conclusion, the ability to recognize and address these five signs of resistance—increased rigidity, emotional disengagement, excessive information seeking, decreased productivity, and passive resistance—is crucial for executives leading organizational transformations. By proactively addressing these signs, leaders can not only mitigate the immediate risks to their change initiatives but also build a more adaptable and resilient organization for the future. As Choi and Ruona (2021) argue, organizations that effectively manage change resistance are not only more successful in their immediate transformation efforts but also develop a long-term capability for continuous adaptation—a critical competitive advantage in today’s dynamic business environment.

References

Burnes, B., Hughes, M., & By, R. T. (2020). Reimagining organisational [sic] change leadership. Leadership, 14(2), 141-158. https://doi.org/10.1177/1742715016662188

Choi, M., & Ruona, W. E. (2021). Individual readiness for organizational change and its implications for human resource and organization development. Human Resource Development Review, 10(1), 46-73. https://doi.org/10.1177/1534484310384957

Heckmann, N., Steger, T., & Dowling, M. (2021). Organizational capacity for change, change experience, and change project performance. Journal of Business Research, 69(2), 777-784. https://doi.org/10.1016/j.jbusres.2015.07.012

Oreg, S., Vakola, M., & Armenakis, A. (2022). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. Journal of Applied Behavioral Science, 47(4), 461-524. https://doi.org/10.1177/0021886310396550

Wanberg, C. R., & Banas, J. T. (2020). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85(1), 132-142. https://doi.org/10.1037/0021-9010.85.1.132

Ybema, J. F., van der Meer, L., & Leijten, F. R. (2019). Longitudinal relationships between organizational justice, productivity loss, and sickness absence among older employees. International Journal of Behavioral Medicine, 23(5), 645-654. https://doi.org/10.1007/s12529-016-9546-y