Change in an organization often arouses resistance, even when there are important or strong reasons to change.
  • Why do we humans work that way?
  • Is it possible to understand the resistance and thereby find keys to bridge it?
I have discovered that by better understanding the psychology of resistance and what happens to us humans in change, it becomes easier to start change projects in a better way, easier to understand and manage the reactions that come and work with involvement in a way that helps both the change project and creates a greater degree of commitment in the organization.

There is so much to read about resistance and reactions to change, from both the field of change and psychology and brain research, but here is a compilation of some different theories and explanatory models that I myself find useful in my change projects and development programs for change leader.

Even under death threat!

Change or die!
About stubborn resistance to change, even when life is at stake.

The warning system of the brain

Neuroscience and resistance.
About SCARF and activating the brain's warning system.

Is resistance
just a phase?

Different phases of change.
About Claes Janssen's "Four Rooms of Change" and the Kubler-Ross Crisis Curve.

Silent barriers
in the organization

About "silent killers",
in organizations that constantly fail to implement new strategies.