How resistance turned into understanding and dialogue
Case 3
The images for the case are illustrative genre images.
The challange
A new system — that no one used
A major player in the process industry had invested over 100 million SEK in a new system designed to improve material flow and optimize production.
But despite good intentions, the rollout was met with silence. Managers in the field continued working in their old, familiar systems. The new one was set aside – and stayed that way for over a year. Given the size of the investment, the situation was unsustainable and needed a solution.
When we came in, the root issue quickly became clear. The resistance had been underestimated. The decision had been perceived as top-down, without proper dialogue or buy-in. It was no longer just an IT project – it had become an issue of trust, communication, and culture.
Quick facts about the initiative
100 million SEK
1 year of unused investment
3 groups of managers/leaders
1.5-day workshop
listen
support
implement
As an external partner, we could name the friction points - without ego or agenda - and help managers speak honestly about what was going on.
The solution
Listen first – change later
Our mission, together with HR, was to get to the root of the resistance. We spoke with team leaders and site managers across multiple locations. And it quickly became clear – this wasn’t about resistance to change. It was about feeling shut out. A lack of dialogue. Frustration that key decisions were made far from the day-to-day reality.
Our role wasn’t to push the change through. It was to understand what was blocking it, surface those issues, and create space for open conversation. Because we came in as an external partner, we could name the friction points – without ego or agenda – and help managers speak honestly about what was going on.
The development effort was run with team and site managers and included a mix of short inputs, hands-on exercises, and group discussions. It became a forum where both emotion and solutions had space to be heard.
The us versus them mindset gave way to shared ownership of the situation.
The result
Resistance turned into engagement
The tone changed. Conversations started flowing. Leadership gained new insight into how the change had actually been experienced, and managers finally felt genuinely heard. The us versus them mindset gave way to shared ownership of the situation. And once the resistance had been acknowledged and understood, it began to let go.
The new system was ultimately rolled out in full. Not because anyone forced it, but because everyone was now on board.
