48. Stopping Employees from Sabotaging Processes
How to deal with internal resistance to change.
Imagine this - A new standard operating procedure (SOP) is introduced to streamline operations, but a few employees refuse to follow it, create unnecessary obstacles, or subtly manipulate the process to maintain their own way of working. Instead of improving efficiency, you find that -
Key workflows are delayed because employees "forgot" to follow the new steps.
Certain staff members intentionally ignore or bypass protocols.
Misinformation spreads about the new process being ineffective or unnecessary.
Other employees hesitate to use the new system, fearing backlash or confusion.
Process sabotage occurs when employees intentionally or passively resist changes, delay progress, or manipulate systems to serve their own interests. While some do this to maintain control or avoid change, others may act out of resentment, fear, or a sense of job security threat.
HR psychology tells us that employees resist new processes when they feel excluded, disempowered, or overwhelmed by change. If process sabotage isn’t addressed, it can lead to wasted resources, team conflict, and a culture of defiance.
The challenge? How do you recognize and address process sabotage while ensuring employees feel engaged and accountable?
The Solution – A Three-Part Approach - Detect, Address, and Reinforce
Effectively managing process sabotage requires identifying sabotage behaviours, confronting resistance with clarity, and reinforcing a culture of compliance and improvement. Here’s how to prevent employees from undermining critical workplace systems.
1. Detect Process Sabotage Before It Becomes a Larger Problem
Since process sabotage is often subtle, leaders must recognize warning signs early.
A. Common Signs of Process Sabotage
Frequent “accidental” mistakes or delays when following the new process.
Employees encouraging others to ignore or resist the process.
Excessive complaints about the process being “too difficult” or “unnecessary.”
Undermining leadership by suggesting the change is unworkable or pointless.
A sudden decline in efficiency or productivity after process implementation.
Red Flag - If multiple employees refuse to adopt a new process, it suggests deeper workplace resistance or leadership credibility issues.
B. Identify the Root Cause of Process Sabotage
Employees sabotage processes for different reasons, including -
Fear of change – Concern that new systems will complicate their role or expose weaknesses.
Loss of control – Feeling that their input wasn’t considered in the decision.
Job security concerns – Worry that process automation or efficiency improvements make them expendable.
Personal resistance to authority – A habit of defying management decisions.
Lack of trust in leadership – Believing that past changes have been poorly handled.
HR Psychology Insight - Employees who feel excluded from decision-making are more likely to resist new processes.
2. Address Process Sabotage with Firm but Constructive Action
Once sabotage behaviours are identified, leaders must intervene swiftly while keeping engagement and morale intact.
A. Hold Private Conversations with Resistant Employees
Instead of assuming malicious intent, seek to understand the employee’s concerns -
Approach the conversation with curiosity, not confrontation.
Example - "I’ve noticed that there’s been some difficulty with the new system. Can you help me understand what’s going on?"
Ask open-ended questions to uncover resistance points.
“What challenges do you see with this new process?”
“What would make this transition easier for you?”
Clarify expectations and accountability.
“This process is non-negotiable. Let’s find a way to make it work for everyone.”
HR Best Practice - Employees are more likely to cooperate when they feel heard and included rather than just forced to comply.
B. Reinforce Consequences for Process Sabotage
If employees continue undermining the system, stronger action is required -
Verbal Warning – A documented conversation outlining the expected behaviour.
Written Warning – A formal record stating continued sabotage will lead to disciplinary action.
Performance Review Impact – Link adherence to process changes with performance evaluations and career progression.
Final Warning or Termination – If behaviour persists, removal may be necessary.
Red Flag - If multiple employees are actively resisting, leadership must evaluate whether communication, training, or engagement was handled effectively.
C. Address Group Resistance with Teamwide Transparency
If process sabotage extends across teams or departments, leaders must rebuild trust and provide clarity -
Hold a team meeting to explain why the process change is necessary.
Acknowledge concerns but emphasize the business need for compliance.
Encourage feedback on challenges and offer support to smooth the transition.
HR Psychology Insight - Employees resist less when they understand the “why” behind process changes and feel involved in the adjustment process.
3. Reinforce Compliance and Prevent Future Sabotage
Once resistance is addressed, leaders must ensure process adherence becomes a long-term workplace norm.
A. Build Employee Ownership Over Processes
To prevent future sabotage, employees must feel a sense of ownership over new processes -
Involve employees in decision-making during process rollouts.
Create “process champions” within teams to support adoption.
Encourage employees to suggest improvements rather than resist change.
HR Best Practice - Employees who help shape process changes are far less likely to sabotage them.
B. Monitor Compliance and Celebrate Adopters
Track process adherence and highlight early adopters as role models.
Reward teams that successfully implement new systems (e.g., bonuses, recognition awards).
Regularly check in with employees to identify any ongoing struggles.
Red Flag - If process compliance drops over time, leaders must re-engage employees and reinforce accountability measures.
C. Foster a Workplace Culture That Supports Positive Change
To ensure future process changes are accepted smoothly -
Cultivate a mindset that values adaptability and continuous improvement.
Encourage open feedback loops between employees and leadership.
Celebrate process efficiencies that lead to business success.
HR Psychology Insight - Employees who work in a change-positive culture are far more adaptable and resistant to sabotage behaviours.
Reflective Scenario – What Would You Do?
You introduce a new customer service system that reduces paperwork and improves response times. However, a few senior employees continue using the old system, tell junior employees it’s “useless,” and refuse to train on the new platform.
Using the strategies above, you might -
Meet privately with the resistant employees to understand their concerns.
Clarify that using the new system is mandatory and explain why it benefits the team.
Provide additional training and address misconceptions.
Issue a formal warning if resistance continues.
Recognize employees who successfully adopt the system and reinforce the cultural shift.
By balancing accountability with engagement, you ensure process compliance without creating unnecessary workplace conflict.
Golden Nugget - "Processes fail not because they are flawed, but because people resist them. The key to successful adoption is leadership, engagement, and accountability."
By detecting resistance early, addressing process sabotage constructively, and fostering a culture of adaptability, SME leaders can ensure smooth process transitions and maintain operational efficiency.