Reactance

Introduction

Reactance is the natural emotional resistance people feel when they perceive their freedom of choice is being restricted: it is a psychological response to being told what to do

It can result in behaviours and emotions like anger, confusion, defensiveness, etc.

In change management, it happens when employees feel they are being forced to adopt a new behaviour, process, or system. It’s less about the change itself and more about the loss of autonomy.

The strength of reactance depends upon the importance of the threat to freedom of control and the perceived magnitude of threat.

Language plays an important role, ie

“…When words such as should, ought, must and need are used, people tend to perceive the message is more threatening…….there is more reactance than if you use words such as consider, can, could and may…”

Mel Loy, 2024

How Reactance Appears in Change

• Defensiveness: “Why do we have to change? We’ve always done it this way.”
• Active resistance: Complaining, arguing or lobbying against the change.
• Passive resistance: Ignoring communications, not showing up to training, slow adoption.
• Undermining: Sharing negative narratives (“this will never work”) or influencing peers to resist.

Triggers of Reactance

1. Top-down mandates with no consultation.
2. Overly prescriptive instructions leaving no room for flexibility.
3. Lack of choice in how or when to adapt.
4. Perceived loss of control, status, or competence.
5. Excessive pressure, or messaging that feels manipulative.

Handling Reactance

1. Provide Autonomy Where Possible

• Allow choices in how the change is implemented (eg, flexible training options, phased rollouts).

2. Involve People Early

• Use co-design, feedback sessions and pilots so employees feel ownership.

3. Be Transparent

• Explain why the change is necessary, not just what must be done.
• Acknowledge challenges honestly.

4. Use Empathy and Listening

• Recognize fears and frustrations rather than dismissing them.
• Show that leadership understands the disruption involved.

5. Reframe the Narrative

• Shift from “you must” to “you can” or “together we will.”
• Highlight the personal and team benefits.

An example

• Reactance Trigger: “From Monday, you must use the new CRM system. No exceptions.”
• Better Approach: “From Monday, the new CRM will be our standard. We’ve set up different training options so you can choose what works best for you, and we’ll support you through the transition.”

Summary

Reactance isn’t just resistance; it’s a psychological defences or motivator of personal freedom.
Managing it requires respect, choice and involvement, not just persuasion.

(main source: Mel Loy, 2024)