At Vitr, we embrace adaptive leadership as a critical framework for managing change initiatives. According to Ronald Heifetz and his colleagues, adaptive leadership is designed to help organisations navigate complex challenges that lack straightforward, technical solutions. It complements technical project management by addressing the human dynamics involved in change, which is often the most unpredictable aspect of any transformation. While traditional change management suggests people resist change itself, Heifetz et al. highlight a more nuanced truth: people don’t resist change; they resist perceived loss. Understanding resistance to loss is essential for any leader preparing for change.
Why Resistance to Loss Matters in Change Management
A technical project management plan outlines the steps necessary to implement new systems or processes, but often the greater challenge lies in dealing with the human elements of your organisation. People naturally ask themselves, what do I stand to lose? These losses may not always be obvious — they can range from job security and status to identity and power. As a leader, understanding this dynamic is crucial. The individuals who are most resistant to change are often those who feel they have the most to lose. It’s not the change they fear, but the personal consequences they believe it will bring. This is why diagnosing potential loss and stakeholders who will display resistance to loss (and ultimately the change) is a fundamental part of any successful change management strategy.
The Change Curve: A Roadmap for Understanding Resistance
To navigate the emotional journey people undergo during change, it’s useful to refer to the Change Curve, adapted from Kubler-Ross’s five stages of grief. This model illustrates how people experience and process change, which, in many ways, mirrors the stages of loss. We’ve enhanced this model with additional layers from Kelley and Conner’s work to give a clearer picture of how resistance is tied to perceived loss.
Let’s explore the stages:
- The Honeymoon: Uninformed Optimism
At the beginning, excitement and optimism about the change are high. People are unaware of the potential difficulties ahead, and as a result, resistance is low. However, this enthusiasm is often based on incomplete information. - The Backlash: Informed Pessimism
As the reality of the change begins to set in, optimism fades. People become aware of the challenges and start to question the benefits. Resistance begins to grow as they start to recognize potential losses. - The Valley of Despair
This is where resistance peaks. People feel the full weight of their losses, whether real or perceived. Morale is at its lowest, and without proper leadership, this stage can lead to project failure. The perceived loss is overwhelming, and it’s here that leaders must focus their efforts to guide their teams through. - The Bounce: Informed Optimism
As the change begins to show tangible benefits, resistance starts to diminish. People start to adjust, and early adopters help pull others through the process. Slowly, the focus shifts from loss to potential gain. - Completion: The Acceptance
By the end, individuals have accepted the change and adapted to the new normal. The perceived losses are now outweighed by the benefits, and resistance fades.
Why Addressing the Human Impact is Key
While thorough technical planning is essential, addressing the human impact is what often makes or breaks a change initiative. The reality is that change is deeply personal, and the emotional responses it generates cannot be ignored. People’s concerns about how the change will affect them — their role, status, or professional identity — must be considered and managed. Leaders must focus not only on what is changing but also on how it is perceived by those involved.
Adaptive Leadership emphasises that diagnosing where loss is felt and how this will impact resistance to change is just as critical as planning for the technical aspects of the change. Recognising these feelings and creating strategies to mitigate them will help your team navigate the challenges that come with change. By doing so, you’ll not only move your organisation through their resistance to loss, but also create a smoother path toward acceptance and success.
Conclusion: Leading Change with Empathy and Strategy
As a leader, your role during times of change extends beyond simply managing technical shifts. You must also understand and address the human factors that drive resistance to loss and ultimately resistance to your change. Effective change leaders don’t just plan for systems and processes; they anticipate the emotional journey their teams will experience. By identifying potential losses, addressing concerns, and supporting your workforce through the Change Curve, you can create a change management plan that ensures both technical success and human buy-in.
Ultimately, successful change isn’t just about implementation. It’s about helping your team thrive through the transformation, so they emerge stronger and more engaged on the other side. When people feel heard, supported, and understand the long-term benefits, they’re far more likely to embrace the new reality and contribute to the initiative’s overall success.
Are you navigating complex change in your organisation? If you want to explore further resources to help your team navigate change get in touch. We offer a range of services from online learning course, leadership development packages and full change management services. We recognise its humans, not hardware that form the basis of a high performing organisation.
