37. Passive Resistance - Overcoming Workplace Sabotage
How to recognise and manage subtle opposition.
Imagine this - You introduce a new system, policy, or strategic direction, and while no one openly opposes it, nothing seems to move forward. Deadlines are missed, emails go unanswered, and progress slows to a crawl. When asked about it, employees nod in agreement but make no real effort to implement the change.
This is passive resistance—a subtle but highly damaging form of workplace opposition. Unlike direct defiance, it operates through inaction, delay, or quiet non-compliance.
Passive resistance can manifest in -
Deliberate procrastination – Stalling on tasks related to the change.
Selective memory – Claiming they “forgot” or “didn’t receive” instructions.
Fake agreement – Saying “yes” to leadership but failing to follow through.
Overcomplicating processes – Creating obstacles or excuses for why something won’t work.
Minimal effort – Doing the bare minimum to avoid accountability.
HR psychology tells us that passive resistance often stems from fear, lack of trust, or resentment toward leadership decisions. If left unchecked, it can kill momentum, lower morale, and create a culture of silent non-compliance.
The challenge? How do you break through passive resistance and create real engagement, accountability, and momentum?
The Solution – A Three-Step Approach - Detect, Address, and Reengage
Effectively dealing with passive resistance requires a mix of awareness, structured intervention, and leadership adjustments. Here’s how to identify resistance, address concerns, and turn opposition into action.
1. Detect Passive Resistance Early
Since passive resistance operates under the surface, leaders must recognise subtle warning signs before they become a problem.
A. Common Signs of Passive Resistance
Lack of enthusiasm – Employees show no energy or interest in new initiatives.
Missed deadlines or delays – Work related to the change is always “in progress” but never finished.
Avoidance tactics – Employees find reasons to delay meetings, avoid discussions, or ignore emails.
Excuses and justifications – They always have a reason why something can’t be done yet.
Following the letter, not the spirit – Employees comply with only the bare minimum requirements to avoid discipline.
B. Understanding the Root Cause
Passive resistance isn’t always intentional sabotage—it often arises due to -
Fear of change or uncertainty.
Feeling unheard or excluded from decision-making.
Resentment toward leadership or past broken promises.
Lack of clarity on why the change matters.
HR Psychology Insight - Employees who feel disempowered, disengaged, or distrustful are more likely to passively resist workplace initiatives.
2. Address Passive Resistance Directly and Professionally
Once passive resistance is identified, it must be addressed strategically—avoiding accusations while ensuring accountability.
A. Have Private, Direct Conversations
Rather than making assumptions, speak directly with resistant employees to uncover concerns.
Frame the conversation around curiosity, not blame.
Example - “I’ve noticed some delays in implementing [policy/project]. Is there something we need to adjust or clarify?”
Encourage honesty. Employees may reveal concerns about the feasibility, workload, or impact of the change.
Reinforce expectations and accountability. Make it clear that participation is required, not optional.
HR Best Practice - Employees respond better when they feel heard rather than confronted. Asking for input reduces resistance and builds engagement.
B. Break Down Barriers and Clarify Expectations
Passive resistance often thrives on ambiguity—employees can delay action when instructions or consequences are unclear.
Ensure employees understand the ‘why.’ People are more likely to commit when they see how the change benefits them and the company.
Eliminate unnecessary complexity. If employees say, “It’s too difficult,” work with them to simplify the process.
Create clear deadlines and check-ins. Passive resistance is harder when accountability is structured into regular progress updates.
HR Insight - Studies show that employees engage more with changes when they have a role in shaping how they are implemented.
C. Call Out Patterns of Non-Compliance (If Needed)
If an employee continues to resist, a stronger approach may be necessary.
Address repeated delays with direct accountability.
Example - “I noticed this still hasn’t moved forward. What’s preventing you from taking action?”
Use consequences if necessary. If passive resistance turns into intentional non-compliance, formal performance management may be required.
Make it clear that change is non-negotiable. Some employees wait for leaders to “give up” on enforcing new initiatives—consistent follow-through eliminates that possibility.
HR Best Practice - Consistently enforcing expectations signals that resistance won’t be tolerated, reducing the likelihood of continued opposition.
3. Reengage Employees and Turn Resistance Into Action
To fully overcome passive resistance, leaders must actively rebuild engagement and buy-in.
A. Increase Employee Involvement in Decision-Making
Employees resist less when they feel they have a voice in shaping company direction.
Encourage employees to provide feedback on implementation challenges.
Offer opportunities for team members to take ownership of specific parts of the change.
Recognise and reward progress to reinforce engagement.
HR Insight - Employees are more committed to what they help build—giving them ownership over execution reduces resistance.
B. Strengthen Workplace Trust and Transparency
Passive resistance thrives in environments with distrust. Leaders must show transparency and fairness in decision-making.
Be upfront about the reasons for changes. Avoid corporate jargon—explain how it impacts employees directly.
Acknowledge past mistakes. If employees have reason to distrust leadership due to past broken promises, address it openly.
Model engagement and enthusiasm. Employees take cues from leadership—if you’re excited about an initiative, they’re more likely to follow.
HR Best Practice - Workplaces with high levels of trust and transparency experience significantly lower rates of passive resistance.
C. Reinforce an Action-Oriented Culture
To prevent future resistance, shift the company culture to one that prioritises initiative, accountability, and follow-through.
Encourage a problem-solving mindset instead of avoidance.
Create a culture where feedback is welcome—but so is action.
Celebrate employees who take ownership and drive change forward.
HR Psychology Insight - Employees respond better when they see initiative being valued and rewarded rather than passive resistance being tolerated.
Reflective Scenario – What Would You Do?
You roll out a new company-wide system, but after a month, very few employees have adopted it. No one has explicitly refused, but there’s constant delay and avoidance. When asked, employees say they support the change—but nothing moves forward.
Using the strategies above, you might -
Identify early warning signs of passive resistance (missed deadlines, excuses, avoidance).
Have direct but supportive conversations to uncover hidden concerns.
Clarify expectations and implement structured accountability.
Increase employee involvement in the transition to build ownership.
By recognising and addressing passive resistance before it stalls progress, you ensure a proactive, engaged, and action-driven team.
Golden Nugget - "Real change isn’t about forcing compliance—it’s about breaking down resistance, building trust, and creating ownership."
By detecting early warning signs, addressing concerns head-on, and fostering engagement, SME leaders can turn passive resistance into active commitment and long-term success.