Change resistance is often one of the late stages of change management. Prior to resistance, organisations typically face change avoidance and ignorance, where employees play the ‘we’re busy’ card and sideline change communications. The first challenge, therefore, is to create an environment where people are not only unable to ignore change messages, but are actively encouraged to engage with them. This requires making communications unavoidable, but also clear, relevant, and supportive, so people are motivated to participate rather than simply comply.
