Beyond Resistance: A Nuanced Approach to Leading Cultural Evolution

Many culture change initiatives jump straight into a full-throttle, take-on-the-world approach without pausing to identify who is on board, who is in the trenches, and who is simply lost. 

We've gathered wisdom from our Adaptive Cultures community and distilled their collective experience into several key insights that may guide you in your culture transformation journey. 

Seek first to understand 
Some individuals may resist what seems to be the most harmless of changes. Before jumping to conclusions, take a moment to consider what that person’s positive intentions might be. Strive to understand what the change could jeopardise for them, others, or the organisation, and recognise what you can learn by engaging with them. The most significant barrier can often be the judgment of the resistance itself. Maintaining unconditional positive regard and seeking to understand those who seem resistant can be a powerful tool of influence. 

The usefulness of structure 
Having a plan and structure to support leading and influencing change can be powerful in a complex environment. A structure can provide a sense of objectivity, which helps maintain calm in the face of overwhelm or challenges, allowing for responding rather than reacting. As long as structures and plans are used as guideposts that can adapt and change, rather than remain fixed, they can support greater adaptability instead of curtailing it. 

Passionate non-attachment 
Passionate non-attachment is an art form. This way of being may appear easy from a distance; however, it can be difficult to embody. One member of our Adaptive Cultures community shared that focusing on the greater good- or what is truly important to others- rather than their own specific needs, doubts, or fears has transformed the way they influence and has contributed to their development of passionate non-attachment. 

From little things, big things can grow 
Small things can create a significant impact. Often, when people analyse major organisational issues, they discover that many individuals making a few simple adjustments can achieve extraordinary results. Culture consists of individuals, and if each person decides to change just one thing, the culture can shift dramatically. 

The communication deficit 
Even though those in charge of change programs, including senior executives, may believe they are crystal clear, others in the organisation often have an entirely different experience. If people are unclear about what change is required and why, this can stall the journey. Actions speak louder than words, and what is visible to some may be invisible to others. Celebrate and signpost the change journey at each step, and ensure that actions from key influencers and leaders reinforce rather than contradict other forms of communication. The meaning of communication is reflected in the response it receives, and often people may need to hear the same message many times and in various forms for it to truly sink in. 

Published 9/7/17 / Updated 11/4/25