Week 6 Discussion Response- Capstone

Week 6 Discussion Response

Capstone

Colleague 1- Leigha Burke

Overcoming Resistance to Change

Change can be difficult to accept, especially when it affects an employee’s existing responsibilities and workload. Although resistance is sometimes viewed negatively, employees may have reasonable concerns about how a proposed change will affect their ability to perform effectively. Lumen Learning (n.d.) explains that resistance can result from factors such as uncertainty, fear of the unknown, and concerns about how a change may personally affect an employee.

Resisting Change

In a previous role as a personal assistant, I managed a large portfolio of responsibilities and regularly balanced several competing priorities. At one point, my boss decided to add another significant duty to my portfolio. I was immediately resistant because I already considered my workload demanding and was concerned that adding another responsibility would make it difficult for me to manage everything effectively.

My resistance was not because I was unwilling to learn something new or take on greater responsibility. Instead, I was concerned about my capacity to perform the new duty while maintaining the same quality of work across my existing responsibilities. I did not want deadlines to be missed or the quality of my work to decline because I had become overloaded. Therefore, my initial reaction was to focus primarily on how the change would increase my workload rather than considering how I could adjust to it.

Overcoming Resistance to Change

Looking back, the main factor holding me back was feeling overwhelmed by what I believed additional responsibility would require. Because I already had a large portfolio, I viewed the new duty as another demand on limited time rather than an opportunity to develop my abilities. Lumen Learning (n.d.) explains that resistance can occur when employees are uncertain about change or believe that it may negatively affect their current situation. This relates to my experience because much of my resistance came from anticipating how difficult the additional responsibility would be before I had fully adjusted to it.

What helped me overcome my resistance was gaining a clearer understanding of what the new responsibility involved and communicating my concerns about my existing workload. Rather than continuing to focus on why I could not manage the change, I began looking at how I could reorganize and prioritize my responsibilities. I also gave myself time to learn the new duty instead of expecting myself to immediately manage it as efficiently as responsibilities I had been performing for much longer.

As I became more familiar with the responsibility, it became less overwhelming. The experience taught me that adapting to change does not mean ignoring legitimate concerns. Instead, it may require communicating those concerns, asking questions, adjusting priorities, and remaining open to finding a workable solution. Baumgartner (2019) emphasizes resilience and adaptability as important qualities for employees facing continued workplace change. In my experience, becoming more adaptable did not mean that my original workload concerns were invalid; it meant learning how to address those concerns constructively while still being willing to move forward.

Applying Lessons Learned

If I were leading a team through organizational change and encountered resistance, the first lesson I would apply from my own experience would be to understand the reason behind the resistance before trying to overcome it. My resistance was based on a genuine concern about workload and capacity. Therefore, as a leader, I would avoid immediately if an employee who questions a change is being negative, difficult, or unwilling to cooperate. Instead, I would speak with employees and give them an opportunity to explain their concerns.

I would also clearly explain why the change is necessary, what will be expected, and how existing responsibilities may be affected. Stobierski (2020) explains that organizational change management involves preparing and supporting employees as they transition from the current state to a desired future state. If employees are being given additional responsibilities, I believe leaders should also examine their existing workloads rather than simply expecting them to absorb more work. This could involve reprioritizing assignments, redistributing certain duties, providing training, or identifying additional support.

Another lesson from my experience is the importance of giving employees time to adjust. I became more comfortable with my additional responsibility as I gained experience and realized that I could adapt the way I managed my workload. Martins (2026) emphasizes communication and employee involvement as important parts of the change management process. As a leader, I would therefore maintain regular communication throughout the transition rather than if explaining the change once is enough.

Ultimately, my experience taught me that resistance can provide useful information about what employees need to successfully navigate change. Listening to concerns does not mean that a leader must abandon a necessary change. Instead, it provides an opportunity to identify barriers and determine how employees can be supported through the transition. By listening, communicating clearly, reviewing workloads, providing appropriate support, and allowing employees time to adjust, I believe I could help a team move from resistance toward greater acceptance of change.

References

Baumgartner, N. (2019, March 22). Change is the new normal: How to build a resilient workplace Links to an external site. . Forbes.

Lumen Learning. (n.d.). Resistance to changeLinks to an external site. . In Organizational behavior and human relations .

Martins, J. (2026, January 3). Change management process: 6 steps for teams & leadersLinks to an external site. . Asana.

Stobierski, T. (2020, January 21). Organizational change management: What it is and why it’s importantLinks to an external site. .

Colleague 2- Tiffany Mitchell

Resisting Change

In nursing, even though every patient and every shift is different, staying in the same position came become routine. I like routine. That comfort made me resistant to the idea of changing careers even when I knew I was craving something different. The predictability of my role felt safe. I knew the workflows, the team, the expectations, and I could rely on my experience to guide me through any challenge. The thought of stepping into a new environment, learning new systems, and redefining my professional identity felt overwhelming. I worried about losing the confidence and competence I had built over years, so holding onto the familiar felt easier than taking the risk of starting over. I stayed in the same position, on the same unit for 11 years.

Overcoming Resistance to Change

My preference for predictability was one of the reasons why I initially resisted changing careers. The thought of stepping into a new role meant learning unfamiliar systems, developing new skills, and facing situations where I might not feel competent right away. I was resisting change out of fear and uncertainty Lumen Learning (n.d.). I had built confidence and identity around my nursing role, and leaving it felt like risking both stability and professional security.

What helped me overcome that resistance was a combination of education and support in the change process. Gaining clearer information about what the transition would require reduces the fear of the unknown (Lumen Learning, n.d.). Talking with colleagues provided the support I needed to process my concerns, rather than avoid them. Over time, these strategies helped shift my mindset from protecting my comfort to recognizing the growth that could come from embracing a new professional path. Ultimately, my desire for change became greater than my desire to stay the same.

Applying Lessons Learned

As a team leader, if I were called to lead a change within the organization, I would recognize that resistance to change often comes from fear of the unknown. My priority would be to ensure ongoing, mutual trust between my team and me. I would provide education and communication to make sure my team has clear, consistent information and understands the ‘why’ behind the change. I will also highlight how the change will benefit them, not just the company. When people understand why the change is necessary, they’ll be more willing to change (GreggU, 2021). Finally, I will provide continuous support, during and after the transition period, tracking progress and gathering feedback, making necessary pivots along the way. Change management is an ongoing process (Martins, 2026).

References

GreggU. (2021, January 2). Overcoming resistance to change. [Video]. YouTube. https://www.youtube.com/watch?v=or_t4Dg6dIU

Lumen Learning. (n.d.). Resistance to change. In Organizational behavior and human relations. https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/ Links to an external site.

Martins, J. (2026, January 3). Change management process: 6 steps for teams & leaders. Asana. https://asana.com/resources/change-management-process

Week 6 Discussion Response

Capstone

Colleague 1- Leigha Burke

Overcoming Resistance to Change

Change can be difficult to accept, especially when it affects an employee’s existing responsibilities and workload. Although resistance is sometimes viewed negatively, employees may have reasonable concerns about how a proposed change will affect their ability to perform effectively. Lumen Learning (n.d.) explains that resistance can result from factors such as uncertainty, fear of the unknown, and concerns about how a change may personally affect an employee.

Resisting Change

In a previous role as a personal assistant, I managed a large portfolio of responsibilities and regularly balanced several competing priorities. At one point, my boss decided to add another significant duty to my portfolio. I was immediately resistant because I already considered my workload demanding and was concerned that adding another responsibility would make it difficult for me to manage everything effectively.

My resistance was not because I was unwilling to learn something new or take on greater responsibility. Instead, I was concerned about my capacity to perform the new duty while maintaining the same quality of work across my existing responsibilities. I did not want deadlines to be missed or the quality of my work to decline because I had become overloaded. Therefore, my initial reaction was to focus primarily on how the change would increase my workload rather than considering how I could adjust to it.

Overcoming Resistance to Change

Looking back, the main factor holding me back was feeling overwhelmed by what I believed additional responsibility would require. Because I already had a large portfolio, I viewed the new duty as another demand on limited time rather than an opportunity to develop my abilities. Lumen Learning (n.d.) explains that resistance can occur when employees are uncertain about change or believe that it may negatively affect their current situation. This relates to my experience because much of my resistance came from anticipating how difficult the additional responsibility would be before I had fully adjusted to it.

What helped me overcome my resistance was gaining a clearer understanding of what the new responsibility involved and communicating my concerns about my existing workload. Rather than continuing to focus on why I could not manage the change, I began looking at how I could reorganize and prioritize my responsibilities. I also gave myself time to learn the new duty instead of expecting myself to immediately manage it as efficiently as responsibilities I had been performing for much longer.

As I became more familiar with the responsibility, it became less overwhelming. The experience taught me that adapting to change does not mean ignoring legitimate concerns. Instead, it may require communicating those concerns, asking questions, adjusting priorities, and remaining open to finding a workable solution. Baumgartner (2019) emphasizes resilience and adaptability as important qualities for employees facing continued workplace change. In my experience, becoming more adaptable did not mean that my original workload concerns were invalid; it meant learning how to address those concerns constructively while still being willing to move forward.

Applying Lessons Learned

If I were leading a team through organizational change and encountered resistance, the first lesson I would apply from my own experience would be to understand the reason behind the resistance before trying to overcome it. My resistance was based on a genuine concern about workload and capacity. Therefore, as a leader, I would avoid immediately if an employee who questions a change is being negative, difficult, or unwilling to cooperate. Instead, I would speak with employees and give them an opportunity to explain their concerns.

I would also clearly explain why the change is necessary, what will be expected, and how existing responsibilities may be affected. Stobierski (2020) explains that organizational change management involves preparing and supporting employees as they transition from the current state to a desired future state. If employees are being given additional responsibilities, I believe leaders should also examine their existing workloads rather than simply expecting them to absorb more work. This could involve reprioritizing assignments, redistributing certain duties, providing training, or identifying additional support.

Another lesson from my experience is the importance of giving employees time to adjust. I became more comfortable with my additional responsibility as I gained experience and realized that I could adapt the way I managed my workload. Martins (2026) emphasizes communication and employee involvement as important parts of the change management process. As a leader, I would therefore maintain regular communication throughout the transition rather than if explaining the change once is enough.

Ultimately, my experience taught me that resistance can provide useful information about what employees need to successfully navigate change. Listening to concerns does not mean that a leader must abandon a necessary change. Instead, it provides an opportunity to identify barriers and determine how employees can be supported through the transition. By listening, communicating clearly, reviewing workloads, providing appropriate support, and allowing employees time to adjust, I believe I could help a team move from resistance toward greater acceptance of change.

References

Baumgartner, N. (2019, March 22). Change is the new normal: How to build a resilient workplace Links to an external site. . Forbes.

Lumen Learning. (n.d.). Resistance to changeLinks to an external site. . In Organizational behavior and human relations .

Martins, J. (2026, January 3). Change management process: 6 steps for teams & leadersLinks to an external site. . Asana.

Stobierski, T. (2020, January 21). Organizational change management: What it is and why it’s importantLinks to an external site. .

Colleague 2- Tiffany Mitchell

Resisting Change

In nursing, even though every patient and every shift is different, staying in the same position came become routine. I like routine. That comfort made me resistant to the idea of changing careers even when I knew I was craving something different. The predictability of my role felt safe. I knew the workflows, the team, the expectations, and I could rely on my experience to guide me through any challenge. The thought of stepping into a new environment, learning new systems, and redefining my professional identity felt overwhelming. I worried about losing the confidence and competence I had built over years, so holding onto the familiar felt easier than taking the risk of starting over. I stayed in the same position, on the same unit for 11 years.

Overcoming Resistance to Change

My preference for predictability was one of the reasons why I initially resisted changing careers. The thought of stepping into a new role meant learning unfamiliar systems, developing new skills, and facing situations where I might not feel competent right away. I was resisting change out of fear and uncertainty Lumen Learning (n.d.). I had built confidence and identity around my nursing role, and leaving it felt like risking both stability and professional security.

What helped me overcome that resistance was a combination of education and support in the change process. Gaining clearer information about what the transition would require reduces the fear of the unknown (Lumen Learning, n.d.). Talking with colleagues provided the support I needed to process my concerns, rather than avoid them. Over time, these strategies helped shift my mindset from protecting my comfort to recognizing the growth that could come from embracing a new professional path. Ultimately, my desire for change became greater than my desire to stay the same.

Applying Lessons Learned

As a team leader, if I were called to lead a change within the organization, I would recognize that resistance to change often comes from fear of the unknown. My priority would be to ensure ongoing, mutual trust between my team and me. I would provide education and communication to make sure my team has clear, consistent information and understands the ‘why’ behind the change. I will also highlight how the change will benefit them, not just the company. When people understand why the change is necessary, they’ll be more willing to change (GreggU, 2021). Finally, I will provide continuous support, during and after the transition period, tracking progress and gathering feedback, making necessary pivots along the way. Change management is an ongoing process (Martins, 2026).

References

GreggU. (2021, January 2). Overcoming resistance to change. [Video]. YouTube. https://www.youtube.com/watch?v=or_t4Dg6dIU

Lumen Learning. (n.d.). Resistance to change. In Organizational behavior and human relations. https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/resistance-to-change/ Links to an external site.

Martins, J. (2026, January 3). Change management process: 6 steps for teams & leaders. Asana. https://asana.com/resources/change-management-process