Overcoming Resistance With Maurer’s Model

Leading people through change is never as simple as flipping a switch. Understanding why people resist, and how to guide them through it, is the secret to getting the whole team on board

CREDIT: This is an edited version of an article that originally appeared in Indeed

Maurer 3 Levels of Resistance

Implementing change is never easy. You’ve heard it all before: “We’ve always done it this way,” or “Why fix what isn’t broken?” People naturally dig their heels in because the familiar feels safer, even when the current way isn’t serving the organisation well.

In the penultimate instalment of our change management series, we turn our attention to Rick Maurer’s Three Levels of Resistance. Maurer’s model is unique because it doesn’t look at change itself – it examines the human obstacles that often derail even the most carefully planned initiatives. Understanding these obstacles allows leaders to anticipate challenges and act before resistance becomes ingrained.

Maurer identifies three distinct levels of resistance; each rooted in different concerns and requiring different approaches to address.

I Don’t Get It

The first and perhaps most common form of resistance is a lack of understanding. People often reject ideas they don’t fully grasp or can’t connect to their own work. For instance, if a company decides to implement a new project management system, some employees may immediately push back, saying it’s unnecessary. They don’t see how this change affects their role, or why it matters to the organisation as a whole. Leaders need to articulate the reasons for the change in practical, relatable terms. Demonstrating the real-world benefits, whether it’s saving hours of repetitive work or allowing more time for meaningful tasks. By taking the time to ensure people “get it,” you remove a major obstacle to adoption.

I Don’t Like It

The second level of resistance is more personal: people may understand the change, but they don’t like it because it threatens their interests or comfort zones. Perhaps the new system requires them to learn skills they haven’t used before, or it shifts responsibilities. Resistance at this level is often rooted in perceived loss – loss of status, control, or routine. Addressing this requires preparation and support. Leaders can create a transition plan that shows how the change benefits individuals, not just the organisation. By anticipating what employees may dislike and addressing their concerns directly, you reduce friction and help people engage with the change rather than resist it.

I Don’t Like You

The third and most challenging form of resistance goes beyond the change itself – it’s about the messenger. Even when employees understand the change and see the benefits, they may resist if they don’t trust the person leading it. In these situations, resistance isn’t about the change; it’s about the relationship. Building credibility and trust becomes crucial. Bringing frontline staff into the planning process and ensuring their expertise shapes the implementation demonstrates respect and commitment, increasing buy-in. When employees feel that their leaders are competent, fair and considerate, they are far more likely to support even difficult changes.

Applying Maurer’s Model

More than a change management model, Maurer’s Three Levels of Resistance is a powerful diagnostic tool. By observing which type of resistance is most present, leaders can tailor their approach. Is someone resisting because they don’t understand the reasons? Or because the change threatens their role? Or because they simply don’t trust the leadership? Identifying the root cause allows you to focus your efforts where they’ll have the greatest impact, whether through communication, support, or relationship-building.

Next time, we’ll explore the Bridges Transition Model, which complements Maurer’s approach by focusing on the emotional journey people experience during change.