The 5 types of resistance to change in organizations

Over the years, we've worked extensively with Rick Maurer’s three levels of resistance:

1. “I Don’t Get It” – Cognitive resistance, where people struggle to understand the change.

2. “I Don’t Like It” – Emotional resistance, driven by fear, anxiety, or frustration.

3. “I Don’t Like You” – Trust resistance, where skepticism about leadership or past failures creates opposition.

While this model is highly effective, we found that it misses two critical layers: one before resistance even begins and one embedded in the system itself.

That’s why we’ve expanded the model with two additional levels:

• Stage 1: “I Don’t Notice It” – Many change initiatives fail simply because they don’t capture people’s attention in today’s noisy world. Before resistance even forms, people must first register that a change is happening.

• Stage 5: “I Don’t Like What This Means” – Resistance isn’t always personal; it’s often systemic, tied to organizational structures, culture, or competing priorities. While this may partially fall under trust resistance in Maurer’s model, since people often distrust changes that disrupt established ways of working, it requires distinct strategies to address bureaucratic barriers and power dynamics.

Understanding all five levels allows us to diagnose resistance more precisely and apply the right strategies to turn opposition into engagement.

The Five Levels of Resistance to Change

Resistance to change is often categorized into emotional, behavioral, cognitive, and systemic types. However, there is another critical form: perceptual resistance. This occurs when people fail to notice or recognize the change due to distractions, information overload, or competing priorities. Without awareness, there can be no engagement—making this the first barrier that change leaders must address.

1. “I Don’t Notice It” (Perceptual Resistance)
   In today’s world of overflowing inboxes, endless meetings, and digital distractions, the biggest challenge isn’t resistance, it’s getting people to notice the change in the first place. If people don’t recognize that a change is happening, they can’t engage with it. Before worrying about opposition, change leaders must first ensure that their message cuts through the noise.

2. “I Don’t Get It” (Cognitive Resistance)
   Once people notice a change, the next barrier is understanding. When employees don’t grasp the purpose, reasoning, or benefits of the change, they resist at a cognitive level. This resistance often presents as skepticism, questioning, or disengagement. Addressing it requires clear, transparent communication, data-backed explanations, and opportunities for people to ask questions and seek clarity.

3. “I Don’t Like It” (Emotional Resistance)
   Change isn’t just about logic, it’s deeply personal. Fear, anxiety, and frustration are natural reactions when people feel their routines, roles, or job security are at risk. Emotional resistance often surfaces as frustration, complaints, or avoidance. The key to overcoming this? Empathy, reassurance, and active listening. People need to feel heard and supported before they can embrace change.

4. “I Don’t Like You” (Trust Resistance)
   Sometimes, resistance isn’t about the change itself, it’s about who is leading it. If employees distrust leadership due to past failures, a lack of transparency, or poor communication, they are likely to resist, regardless of the logic behind the change. To rebuild trust, change leaders must demonstrate credibility, engage trusted influencers, and show a track record of delivering on promises.

5. “I Don’t Like What This Means” (Systemic Resistance)
   Beyond individual concerns, resistance can be embedded within the structure and culture of an organization. If a change conflicts with existing norms, power dynamics, or deeply ingrained processes, resistance becomes systemic. This is often seen in bureaucratic bottlenecks, competing priorities, or cultural pushback. To address systemic resistance, leaders must align the change with the organization’s vision, adjust systems and incentives, and secure buy-in from influential stakeholders.

How to Diagnose and Overcome Resistance

Recognizing which level of resistance you’re dealing with is crucial for designing the right response. Here’s how you can assess resistance and take targeted action:

• Observe behaviors: Are people disengaged? Confused? Frustrated? Distrusting? Resistant structures in place?

• Look at past change efforts: Have previous initiatives failed? If so, why?

• Engage in conversations: Ask employees for their honest thoughts. Their responses will give clues about the type of resistance at play.

Strategies for Each Level of Resistance:

• Lack of Attention: Use storytelling, simplify communication, and leverage multiple channels to ensure people notice the change.

• Cognitive Resistance: Explain the logic behind the change, provide clear evidence, and invite open discussions.

• Emotional Resistance: Show empathy, acknowledge fears, and highlight personal and team benefits.

• Trust Resistance: Be transparent, rebuild credibility, and involve trusted voices in the change process.

• Systemic Resistance: Align the change with organizational goals, adjust policies and structures, and engage key stakeholders early.

Final Thoughts

Resistance to change is not a sign of failure, it’s a predictable and manageable challenge. By identifying where resistance originates and applying the right strategies, leaders can turn opposition into engagement. The key is to understand before acting. When you know what kind of resistance you’re facing, you can design smarter interventions that make change not just possible, but successful.