Common Mistake: Overlooking How to Gather Resistance Issues from Targets 

Common Challenge: Guessing Instead of Listening 

 Quick Summary 

Too often, change leaders try to predict resistance instead of actually gathering it. Assuming what people are worried about leads to blind spots—and missed opportunities. This article outlines practical, proactive ways to surface real resistance issues from your targets using the LaMarsh Managed Change™ Model. 

The Challenge 

Organizations commonly rely on past experience or gut instinct to anticipate resistance. While experience helps, it’s not a substitute for direct input. When change targets aren’t heard early, their frustrations simmer beneath the surface—then erupt in disengagement, passive resistance, or full-blown opposition. 

Why It Matters 

Unaddressed resistance doesn’t go away—it grows. The only way to truly reduce risk is to hear from the people experiencing the change. Their insight isn’t just valuable—it’s vital to success. 

The LaMarsh Perspective 

The Managed Change™ Model defines resistance as a natural reaction to perceived risk. To mitigate resistance, you must first identify the risks from the target's point of view—then address them through deliberate actions and messaging. 

 How-To Solution: Ways to Surface Resistance Issues 

  1. Ask Early and Often 
    Use interviews, surveys, or focus groups to ask: What concerns you most about this change? 

  2. Create Safe Channels 
    Offer anonymous ways for people to voice concerns. Psychological safety matters. 

  3. Embed in Conversations 
    Ask managers to bring up resistance in team meetings and report back themes. 

  4. Map Stakeholder Risk 
    Use a risk assessment matrix to document what groups stand to lose or fear. 

  5. Don’t Dismiss Emotion 
    When targets say, “This won’t work,” ask why—and listen for loss, fear, or confusion. 

 Pro Tip 

Assuming silence means acceptance? That’s a trap. Silence often signals disengagement, not buy-in. 

 Wrap-Up & CTA 

Resistance isn’t the enemy—it’s information. The more you gather it, the more equipped you are to manage it. Use the LaMarsh Managed Change™ Model to turn uncertainty into insight. 

👉 Want to build better listening into your change efforts? Join our next Managed Change Workshop or Contact us for support. 

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Why Leaders, Not Project Teams, Make or Break Organizational Change