Organisational change: Why do so many people hate it?

Let’s face it — organisational change is rarely welcomed with open arms. In fact, when announcing a workplace change, you’re more likely to be greeted with tired sighs or barely-concealed irritation. 

Whether it’s a new leadership structure, an overhaul of internal processes or a shift in company values, organisational change often sparks frustration, anxiety and even outright resistance. But why do so many employees struggle with change, even when it brings long-term benefits? What makes the process so uncomfortable and how can organisations make transitions smoother?

The key to answering these questions lies in understanding human psychology. People don’t just resist organisational change for the sake of it — there are deep-rooted psychological reasons why uncertainty at work can feel threatening. However, when employees feel involved in the process and understand the rationale behind it, they are far more likely to accept and even embrace change.

Related: Why People Insight is the most actionable employee survey platform for change

The psychology behind resistance to organisational change

As human beings, we’re naturally wired to favour stability. According to Dr John Kotter, a leading expert in organisational transformation, employees resist change because it disrupts familiar routines and introduces uncertainty. No matter how spontaneous we like to think we are, the human brain craves predictability — when a person’s daily work patterns are altered without warning, it can trigger a stress response.

This is supported by research from neuroscientist Dr Tania Singer, who found that uncertainty activates the same brain regions associated with physical pain. In other words, sudden organisational change doesn’t just feel uncomfortable. It can feel like a genuine threat.

Dr Michael A. Hogg, a social psychologist, explains that workplace change can also threaten an employee’s sense of identity. “People derive part of their self-concept from their workgroups. Change can feel like a loss of belonging, leading to emotional discomfort.” This is particularly true if change is perceived as impersonal or imposed from above, rather than as part of a shared vision.

A 2020 study published in Frontiers in Psychology found that employees experiencing uncertainty due to workplace change were significantly more likely to report stress, disengagement and lower productivity. The study stresses that without clear communication and employee involvement, organisational change can have a noticeable, and detrimental, effect on morale.

Related: Check out our webinar on how to drive change through data and dialogue

A lack of control breeds resistance to change

One of the most significant reasons why employees resist organisational change is the feeling that it is being forced upon them. A study in the Harvard Business Review found that employees who feel they have a say in change initiatives are 30% more likely to support them. This highlights the importance of listening to the employee voice — when employees are consulted, they are more likely to accept and even champion change.

Professor Richard Boyatzis, an expert in organisational behaviour, supports this school of thought. “When people feel in control of a situation, their brains process change as an opportunity rather than a threat.” If employees are involved in shaping new ways of working, they are far more likely to feel ownership over the transition.

This explains why sudden, top-down decisions often meet resistance. When change is dictated without employee input, it creates a sense of powerlessness, which can lead to frustration and disengagement. Employees need to feel they have an input in the process — otherwise, change feels like something happening to them rather than with them.

Culture and employee experience shape reactions to change

Before introducing change, it’s important to analyse workplace culture and employee experience. If an organisation has a history of abrupt, poorly communicated changes, employees are likely to react with scepticism. Trust takes time to build but can be easily eroded by leadership decisions that fail to consider employee sentiment.

Understanding workplace culture helps leaders predict how employees will respond to change. Key questions to consider include:

• Are employees already feeling overworked or undervalued?
• Do they trust leadership to make decisions in their best interest?
• Have past changes been managed well or caused disruption?
• Is there a strong sense of psychological safety within the organisation?

If an organisation has low engagement levels or a history of disregarding employee concerns, any new change initiative is likely to be met with resistance. The solution? Listen first, then act.

Use data (from employee surveys) to guide meaningful change

Relying on employee opinions and sentiment ensures that organisational change is based on real insights rather than assumptions. Employee surveys, engagement metrics and structured feedback sessions provide critical information on what is working and what needs to improve.

A 2021 study in the Journal of Organisational Behaviour found that companies that base change strategies on employee feedback see 25% higher engagement levels post-implementation. This is because when employees feel that their concerns are acknowledged and addressed, they are far more likely to support the transition rather than resist it.

Leaders often assume they know what employees want, but assumptions can be misleading. For example, a leadership team might believe that employees resist hybrid working because they prefer working in an office. In reality, hybrid workers may be struggling with unclear policies or inadequate support. Without collecting direct feedback, organisations risk implementing solutions that don’t address the real issues.

The importance of communication and transparency

One of the biggest reasons why organisational change fails is poor communication. Employees need clarity on what is happening, why it’s happening and how it will affect them. Without this, change breeds anxiety and uncertainty.

To reduce resistance, leaders should clearly communicate:

• What is changing and why – Employees need a compelling reason to support change.
• How it will affect them – People want to know how their roles and responsibilities will be impacted.
• What support is available – Providing training, guidance and resources can alleviate fears.
• How they can contribute – When employees feel involved, they are more likely to engage positively with change.

Read further: 6 Steps to helping your employees embrace change

Workplace culture, past experiences and leadership style all play a role in shaping how employees react to change. By prioritising employee listening, organisations can create a smoother transition and improve long-term engagement.

If you’re planning change within your organisation, the first step should always be listening to your employees. Employee surveys provide invaluable insights into workplace culture, engagement levels and readiness for change. 

Get in touch to learn how a change management survey can help you implement change that employees support, rather than resist.