Watch closely next time a change is announced and you’ll notice that people react in three different ways. The proactive view change as an opportunity to try new things and make improvements. They value innovation and respond positively to difficult situations, collective concerns, and personal challenges.

The reactive immediately start working to block the change and protect the status quo. Their survival instincts are strong, and they feel threatened. They avoid responsibility and when things go wrong, they shift the blame to someone else.

The inactive take a neutral position and watch the struggle between the other two forces. These folks sit on the fence until they see evidence that the change is taking shape.

If you believe that the change is necessary and worthwhile, then you’ve got to hang in there long enough for the inactive fence sitters to see your resolve and join in supporting the change. That’s why it’s so important not to give up at the first sign of resistance.

Decision makers tend to let go of change too soon. Rather than push harder, they modify their ambitions, which encourages the reactive, disappoints the proactive and tells the inactive to stay out of the fray.

Transition losses

The fear of personal loss forms the basis of most resistance. Change not only threatens what people know it also requires them to work in ways they don’t understand. One way to address their fears and align these people is to be alert to simple complaints that voice serious concerns. The following sample expressions are listed under the category that best fits the loss being described.

Loss of identity— expressed by such comments as:

Who am I? What’s wrong with me? Why do I need to change?

Loss of control— captured in such statements as:

I didn’t ask for this— whose idea was this? Doesn’t anyone care about me?

What will they do to me next?

Loss of meaning— characterized by people who ask:

Why is this happening to me? Why was I singled out?

 I’ve been here for 10 years; doesn’t that count?

Loss of belonging— identified by statements like:

Does this mean I’ll be moved? Who will I be working with?

 Why can’t I be with people I know?

Loss of future— employees are known to plead:

Doesn’t my hard work count anymore? Do I have to start over?

How am I supposed to get promoted now?

Clarifying roles

The Reactive need to believe that they have some degree of control over their work life. Even though they may not lose their jobs, their fear is the same as if they would, and they often react the same way. It’s hard for them to accept change unless they feel good about their role in it.

To manage change, you must recognize resistive behaviors and understand how to make a positive impact without losing sight of your role in driving the change.

Armed with this knowledge, you’ll be able to develop a set of strategies that have a three-pronged purpose: (1) to reinforce proactive behaviors, (2) to discontinue resistive practices, and (3) to get the inactive off the fence and into the game on your side.