Change is inevitable in any organization that wants to remain relevant. However, even the best-thought-out initiatives can be blocked. Not through open protests, but through a much more subtle form: passive resistance.
When it comes from a colleague with influence, seniority, or a strategic role, the effects can be profound and difficult to manage.
What is passive resistance to change?
Passive resistance does not manifest itself through explicit refusals. It is a calculated silence, an avoidance of involvement, a justified delay, a subtle irony that undermines the chosen direction.
It is a form of opposition that is not immediately visible, but which can affect the team’s rhythm, morale, and trust in leadership.
Behind this resistance often lies an emotion rarely expressed: the fear of irrelevance. For colleagues in important roles, change can seem like a threat to their status, skills, or influence.
If until now they were the ones consulted, the ones who knew “how to do it”, new directions can bring technologies that they do not master, leaders who challenge their informal authority or processes that reduce their control. Instead of feeling part of the future, they begin to fear that they will be left behind.
This fear is not always conscious. It hides behind seemingly objective reasoning: “the change is not well thought out”, “we do not have the resources”, “we have seen similar initiatives fail before”.
Therefore, if we look carefully, we will notice that these arguments are more like shields than mirrors. They protect a professional identity that feels threatened.
What can a manager do in these situations?
Your challenge as a manager is twofold: you must maintain the pace of change and delicately manage the power dynamics and emotions in the team. Direct confrontation with an influential colleague who opposes passive resistance can lead to polarization or loss of trust. Ignoring the behavior can allow passivity to spread.
The solution is not pressure, but understanding. The first step is to create a safe space for dialogue. Instead of labeling the behavior as “negativistic,” invite the colleague into an authentic conversation. Ask them how they see the change, what impact they think it will have on their role, what would help them feel more comfortable. Listen without judgment. Sometimes, simply acknowledging their fears can defuse opposition.
It is essential that this colleague feels that their work is valued and that they will not be “replaced” by the new wave. Recognizing their past contributions and validating their professional identity are crucial steps. Make it clear that their expertise is essential to the success of the transition, that you want to build on what they have accomplished, not replace them. This validation reduces anxiety and paves the way for collaboration.
Redefining the role and regaining relevance
Help them find their relevance in the new paradigm. Offer them opportunities for leadership, mentoring, or influence. Involve them in defining the change process, invite them to be an ambassador for team transformation, offer them a role in training new colleagues or adapting procedures. When people feel they have a place in the future, they stop clinging to the past.
Feedback plays a key role in this process. Nevertheless, it must be provided with empathy and clarity. Avoid labeling and use behavioral observations: “I noticed that you haven’t been contributing in the last few meetings. Is that something that concerns you?” or “I would like to hear your perspective, because you have valuable experience.” If possible, offer access to one-on-one coaching to explore fears and redefine motivation.
As the colleague begins to get involved, at least publicly acknowledge their contribution. Thank them for their ideas, appreciate their active participation, highlight their positive impact. Recognition reinforces positive behaviors and accelerates integration.
When firmer decisions are needed
There are also situations in which, despite repeated efforts, open dialogue, and opportunities offered, the influential colleague continues to indirectly sabotage the change process.
Their behavior can become increasingly visible: they avoid involvement in key projects, reject initiatives without solid arguments, negatively influence team morale through constant skepticism, or refuse to participate in activities that support the transition.
In such cases, it is essential for the manager to shift their focus from the individual to the systemic impact. It is time to lucidly evaluate the effects on the team, on the organizational culture, and on the strategic objectives.
If you notice that the morale of other members is declining, that their performance is affected by tension or uncertainty, that strategic initiatives are blocked by inaction or that opportunities for involvement are systematically denied, then it becomes legitimate, and necessary, to make firm decisions.
These may include redistributing responsibilities, limiting informal influence or, in extreme cases, professional separation. However, even these decisions must be managed with maturity.
Their communication must be clear, respectful and oriented towards the good of the team. It is not about sanctioning, but about protecting a healthy working climate, in which change can be implemented with trust and coherence.
In conclusion
Change is not imposed, it is negotiated. It is best to make sure that you have the correct understanding of the reasons for resistance to new initiatives before negotiating.
Managers who manage to transform opposition into involvement are those who see beyond behaviors. They understand people’s emotions, build bridges, not walls, acknowledge the value of the past, but inspire a positive vision of the future. They provide meaning, not just direction.
Passive resistance to change is not an obstacle, but a signal. Fear of irrelevance can be transformed into a desire to contribute, if approached with empathy, strategy, and authentic leadership.
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About Valoria
Valoria is a consulting, training, and executive coaching company. Through our services, we help entrepreneurs to grow their business and make success concrete and predictable. Companies turn to us for marketing, human resources and sales consulting. We often respond to requests for training or coaching of management teams. Competence, trust, innovation and passion are the values we uphold in everything we do. We build long-term partnerships and collaborations, because we offer guaranteed results and the best quality, at the right price. Find out more at: www.valoria.ro.
