{"id":6769,"date":"2026-07-01T16:59:04","date_gmt":"2026-07-01T14:59:04","guid":{"rendered":"https:\/\/www.tibicon.net\/en\/?p=6769"},"modified":"2026-07-01T16:59:36","modified_gmt":"2026-07-01T14:59:36","slug":"the-secret-of-manager-who-resists-change","status":"publish","type":"post","link":"https:\/\/www.tibicon.net\/en\/2026\/07\/the-secret-of-manager-who-resists-change\/","title":{"rendered":"What is the secret of a manager who resists change?"},"content":{"rendered":"

When we talk about resistance to change within an organisation, we generally think about people who cling to the positions they have gained over time in order to secure advantages or privileges of various kinds, often of a purely personal nature; we end up feeling resentment towards these people because we blame their resistance for the failure to implement situations that would benefit everyone.<\/p>\n

An example?<\/p>\n

Small and medium-sized businesses, in particular, struggle to implement processes that would improve their competitive edge and resilience; the first ones that come to mind are sales process \u2013 focusing on forecasting and regular performance reviews \u2013 the budget cycle, and the internal projects management (technological upgrades, etc.).<\/p>\n

The situation becomes critical when those who should be leading the change are the ones who resist it.<\/p>\n

The question is:<\/p>\n

why do some managers resist change?<\/h2>\n

Is it just the defence of their position that paralyses them? Or could there be something else?<\/p>\n

To provide an answer that isn\u2019t merely instinctive, I asked for help from the (dis)equation of change \u2013 the one developed by Gleicher, Beckhard and Harris<\/em> \u2013 which I have written about in the past, explaining its application in both organisational<\/a> and sales<\/a> contexts.<\/p>\n

It is based on four factors: dissatisfaction with the current situation, a vision of a desirable future, the first steps to be taken in the short term to achieve that future, and resistance to change<\/em>.<\/p>\n

Here is the change (dis)equation:<\/p>\n

D x V x F > R<\/h2>\n

D = Dissatisfaction<\/em> with the current situation<\/p>\n

V = Vision<\/em>, a realistic representation of a desirable future<\/p>\n

F = First steps<\/em>, the initial steps to be taken (in the short term) to implement change<\/p>\n

R = Resistance<\/em> to change.<\/p>\n

If even one of these variables is zero or if their combined level is insufficient to generate the necessary motivation to change, resistance will not be overcome.<\/em><\/p>\n

What is the prevailing sentiment in a \u2018resistant\u2019 manager when faced with these variables?<\/p>\n

Let\u2019s find out.<\/p>\n

V \u2013 The vision of a competitive and less vulnerable organisation is certainly desirable, as it can guarantee and improve, over time, the solidity of its position and the expected rewards.<\/p>\n

D \u2013 Dissatisfaction with the current situation can be tolerated, at least until it undermines what has been achieved in the past or even one\u2019s permanence in the company. In short, as long as the ship is floating, why bother?<\/p>\n

F \u2013 This is where things get difficult. The first steps to be taken in the short term to bring about the required change can, however, be problematic, especially when it is necessary to acquire knowledge that takes time to develop<\/em>.<\/p>\n

Let\u2019s take an example.<\/p>\n

What does a manager do when he is forced to design and implement sales forecasting processes but doesn\u2019t know how to begin?<\/p>\n

How can he guide sales staff who, like him, have no experience in this area or consider the process nothing more than a waste of time?<\/p>\n

Does he ask a consultancy firm for help, when he knows that HE should possess the knowledge that is an integral part of his role?<\/p>\n

Does he ask his boss, or the Head of Human Resources, for help, admitting his lack of preparation?<\/p>\n

It may be a nightmare; to cope with it, all too often the manager ends up keeping quiet and prefers to resist any dangerous temptation:<\/p>\n

he\/she hides his\/her lack of competence
\nand carries on, doing always the same things.<\/h2>\n

The defence mechanisms can range from \u2018we\u2019ve always done it this way<\/em>\u2019 to \u2018it\u2019s too complicated for us<\/em>\u2019, perhaps the resistance of the sales team \u2013 who \u2018would never accept it<\/em>\u2019 \u2013 as a shield.<\/p>\n

The lesson to be learnt?<\/h2>\n

When you see a manager resisting change \u2013 from which they might even benefit \u2013 you\u2019re rarely dealing with someone defending the status quo; far more often, you\u2019re dealing with someone who lacks the knowledge needed to handle a situation that\u2019s new to him and is afraid of being caught out.<\/em><\/p>\n

After all, why would anyone choose to avoid dealing with a situation they know they can handle successfully?<\/p>\n

What do you think?<\/p>\n

 <\/p>\n

If you think you can improve your change management skills, you may be interested in the following coaching programmes:<\/p>\n