Change can feel like a paradox, both exhilarating and unsettling at the same time. For some, change is a breath of fresh air, an exciting opportunity to break free from old patterns and explore something new. There’s a sense of momentum, possibility, and even relief if the status quo was stifling.
For others, change feels like a loss - of certainty, of identity, of control. Even if the change is ultimately positive, the transition can be disorienting. Resistance, anxiety, and nostalgia are very normal.
Change often triggers a mix of hope and fear. People wonder what it means for them—will they gain or lose power, status, or security? Even when leaders recognise the need for it, getting others on board with change can be a different matter entirely. Executive teams might push for transformation, but if they don’t acknowledge the emotional side of change, they risk passive resistance or outright sabotage. As a leader, you may see both the excitement and the friction.
Resistance is often seen as an obstacle to overcome, but what if it’s actually valuable? When others push back on changes to organisational structure, it’s often because they’re protecting something they believe is important—stability, efficiency, or a way of working they feel has served the organisation well. Resistance can highlight risks that might otherwise be overlooked and bring useful challenges to the table. But if resistance becomes entrenched, it can stall progress, create division, and leave leaders struggling to move forward with much-needed transformation.
Unlike most consultants, we bring together both organisation design and organisation development expertise. This is a rare combination, and it matters. Structure alone doesn’t deliver change—people do. And people don’t just respond to a new design; they react to how it’s developed, introduced, what it means for their roles, and how it fits into the deeper organisational culture.
Most organisation design consultants focus on structural blueprints: reporting lines, roles, governance. Development specialists, on the other hand, work on leadership, team dynamics, and culture. We do both. This means we can help you not only create a robust new structure but also guide the executive teams through the psychological and relational shifts needed to make it work.
So, how do we shift from resistance to engagement?
Listening for the signal in the noise – Resistance often carries valuable information. Instead of pushing against it, we help leaders listen to what’s really being said and use it to refine and strengthen the change approach.
Aligning the executive team – Change only sticks when leaders embody it. We work with executive teams to surface unspoken concerns, build alignment, and create shared ownership of the new structure.
Making the invisible visible – Many organisational patterns operate beneath the surface, shaping behaviours and decisions. Through psychodynamic approaches, we help leaders recognise these dynamics and shift them to support change.
Balancing design with human dynamics – A great structure is nothing without engagement. We ensure that the organisation’s new design is not just technically sound but also culturally and emotionally aligned with its people.
Creating Lasting Change
Change isn’t just about a new structure; it’s about the organisation’s ability to evolve and adapt over time. By working at both the design and development levels, we can help you embed the capability for ongoing change, so you’re not just fixing today’s challenges but future-proofing your organisation.
If you’re a senior leader facing resistance to change, let’s talk. There’s a way forward, and it starts with understanding—not fighting—the dynamics at play.