How to Deal with Resistance to Change | Heather Stagl | TEDxGeorgiaStateU

Core Argument

Heather Stagl argues that workplace change often stalls not because people are inherently “resistant,” but because leaders mistake visible behavior for its underlying cause. Resistance is a signal to investigate—not an obstacle to overpower.

Change-Management Playbook

• Treat resistance as something to uncover, not overcome. Behaviors such as delay, avoidance, excuses, quietly continuing old practices, or unhelpful compliance may signal an underlying concern.
• Avoid counterproductive reactions:
  • Taking resistance personally and turning the change into a battle.
  • Labeling people as stubborn or difficult instead of considering their circumstances.
  • Trying to suppress behavior through pressure, repeated reminders, counterarguments, or authority.
• Investigate the person’s experience of the change. Ask what may be making adoption difficult, and try to understand the situation from their point of view.
• Address the underlying condition collaboratively. Once the cause is understood, help the person work through it rather than simply demanding compliance.

Common Underlying Causes

Resistance may reflect:

• Disruption to routines.
• Unclear expectations or embarrassment about asking questions.
• Doubts about one’s ability to do the work.
• A manager’s apparent lack of support.
• Frustration at being excluded from decisions.
• A desire to retain control.
• Concern that the change implies existing work is inadequate.

Examples and Implications

Stagl recalls a plant manager who did not use a custom report that could save an assistant about an hour of work each day, production operators who returned to an old process after using a new system for a week, and an executive who walked out of a project meeting despite having helped develop the project. These examples show that a change’s apparent benefits do not guarantee adoption.

Pressuring people can make them dig in further or comply grudgingly, undermining effectiveness, attitude, and working relationships. A more effective response is to understand what the change means to them and address the real barrier.

Metrics and Targets

No specific business KPIs, quantitative targets, or implementation timelines are provided.

Presenter and Source

Heather Stagl, TEDxGeorgiaStateU.