Models and Typologies of Resistance
Resistance is not one-size-fits-all. Different people resist for different reasons—and models help decode their behavior and guide HR’s response.
Why Models Matter
Resistance can be messy and hard to interpret. Some employees challenge change loudly, others quietly disengage. Models of resistance help HR professionals and leaders understand what kind of resistance they’re facing, why it’s happening, and how to respond.
These models provide structure for diagnosing issues, choosing interventions, and training leaders in adaptive behaviors.
1. Kubler-Ross Change Curve
Originally developed to describe grief, the Kubler-Ross model has been widely adapted for organizational change. It outlines emotional stages people move through in response to disruptive events:
- Shock
- Denial
- Frustration
- Depression
- Experimentation
- Decision
- Integration
2. Bridges’ Transition Model
William Bridges focused not on the external change itself, but on the internal psychological transition that follows. His model includes three phases:
- Ending: Letting go of old ways
- Neutral Zone: Ambiguity and confusion
- New Beginning: Embracing new identity or behavior
This framework emphasizes emotional processing and identity shifts, which are often overlooked in fast-paced change.
3. Maurer’s Three Levels of Resistance
Rick Maurer identified three types of resistance:
- Level 1 – “I don’t get it”: Lack of understanding or communication
- Level 2 – “I don’t like it”: Emotional or psychological objections
- Level 3 – “I don’t trust you”: Distrust in leadership or past change failures
4. Covert vs. Overt Resistance
Some researchers distinguish visible vs. hidden forms of resistance:
- Overt: Complaints, pushback in meetings, refusal to participate
- Covert: Gossip, withholding information, passive compliance, sarcasm
HR needs to listen for both and not assume silence equals support.
5. Individual vs. Collective Resistance
Resistance doesn’t always come from isolated employees. Sometimes, it’s cultural:
- Individual resistance: Based on personal concerns or change readiness
- Group resistance: Norms, subcultures, or unspoken agreements that undermine change
How to Use Models in Practice
Models are tools, not rules. To apply them effectively:
- Map observed behaviors to the model stages or types
- Identify where different groups are in their change journey
- Choose communication and support strategies accordingly
- Educate leaders and managers to recognize resistance dynamics
Conclusion
Resistance models offer clarity in complexity. They help HR and leaders move from assumptions (“they’re just being difficult”) to insight (“they’re grieving a loss of control”). Understanding the type, source, and stage of resistance is the foundation for designing humane, effective change strategies.