Understanding Resistance as a Resource
Resistance to change is often seen as a barrier, but it’s also a signal. As Casey Zaitz and Alexander Wenzel explain, resistance can reveal overlooked risks, broken processes, and communication gaps that would otherwise remain hidden. Rather than suppressing skepticism, organizations can embrace it as a path to alignment.
Team members who voice concerns are often deeply invested in their work. They know where the breakdowns happen and where the stakes are highest. Listening to them builds trust and surfaces insights that can strengthen the initiative.
Turning Skeptics into Advocates
M&S Consulting’s Process Impact Blueprinting Workshop is designed to do just that—bring the right people into the room from the beginning. By including not just the core team but also upstream and downstream stakeholders, the process builds shared ownership and surfaces interdependencies.
Leaders shouldn’t shy away from involving skeptics. In fact, those with the most hesitation often become the strongest champions—once their input is heard and their expertise is validated. One client, initially reluctant and vocal about past failed initiatives, became a key voice in driving change forward after realizing the broader impact of their team’s work.
Why People Must Come First
Projects don’t fail because the tech doesn’t work. They fail because people don’t adopt it. That’s why people change management isn’t just one of three pillars—it’s the foundation. Key success factors include:
- Early involvement: Bring in voices from every affected department
- Active listening: Validate concerns, even when they can’t be acted on immediately
- Transparent communication: Explain the why behind the what
- Empowerment through ownership: Let users help shape the future state
When people are included in the design process, they’re far more likely to support implementation.
The Role of the Project Manager
Project managers are uniquely positioned to bridge communication gaps. They’re often the only team members who speak with stakeholders at every level—from frontline users to the C-suite. A good project manager can spot misalignment early, elevate overlooked voices, and keep teams moving forward with empathy and clarity.
This role becomes especially important when leadership unintentionally sidelines critical team members or when contributors feel their concerns are ignored. A project manager’s ability to notice and address that dynamic can make the difference between adoption and disengagement.
Building Trust Through Culture
Trust is the currency of change. Leaders can build or rebuild it by:
- Maintaining transparency, even when the news is difficult
- Demonstrating empathy for the daily realities of employees
- Involving people meaningfully—not just notifying them after decisions are made
- Clarifying that change is a shared journey, not a top-down decree
The Human Operating System
Casey introduces the idea of a “human operating system”—a metaphor for how people process change much like a complex software environment. Just like a codebase, it needs:
- Clear architecture (communication structure)
- Continuous feedback (listening and adaptation)
- Debugging (identifying and resolving misalignment)
- Regular updates (ongoing support and training)
Neglecting this system leads to friction, burnout, and hidden resistance. But when it’s nurtured, it becomes a powerful engine for transformation.
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At M&S Consulting, we help organizations navigate digital transformation with clarity and confidence. Contact us to explore how we can support your journey.