Years ago, I worked with a client implementing a new information system — one that dramatically changed how a large organization processed information. My role on the implementation team was to help employees adapt to the system and remain open to the change.

As expected, there was significant resistance. The vendor wisely hired “change agents” like my team to support the transition. We traveled to all 50 states, not just to introduce the system, but to have honest conversations about the challenges of change.

At the time, I drew from my graduate studies. I was reminded that resistance isn’t necessarily a bad thing. In fact, it signals that people are engaged. Employees who push back aren’t indifferent — they care about their work and their organization. The real concern isn’t the vocal opposition; it’s the silence. A lack of resistance can indicate apathy.

As leaders, we sometimes mistake quiet compliance for acceptance. While it’s tempting to hope for an easy transition with no objections, resistance often means people are invested in the outcome.

When have you faced resistance, only to realize it came from people who genuinely cared about the organization and its success?