Why Adding More Steps Won't Fix Change Management Issues
Ever rolled out a new process at work—an OKR framework, a new meeting structure, or a fresh way of collaborating—and found yourself puzzled by people’s quiet resistance?
Your first instinct is probably logical: “Maybe they just don’t fully understand it.” So you add more instructions, clarify each step, or layer in extra checkpoints, confident that greater detail will erase their doubts.
Yet, the hesitation continues. People still drag their feet.
Why? Because you're trying to solve a human problem with logic alone.
Here's what's really happening—and how to fix it.
The Logic Trap: Why Clarity Alone Doesn't Create Buy-In
If you’re in operations, strategy, or a Chief of Staff role, chances are you're wired to think logically. You tackle problems by carefully analyzing them, breaking down the process step-by-step, and creating clear pathways forward. It's your strength—and it's crucial for keeping organizations running smoothly.
But logic can blind you to a subtle truth: humans rarely resist change because the steps aren't clear enough. They resist because something deeper feels threatened—like their autonomy, their comfort, or their sense of stability.
More logic—more documentation, steps, or checklists—won't help here. In fact, it often makes things worse, because now the process you're trying to simplify feels burdensome, bureaucratic, and even more overwhelming.
The Real Reason People Push Back on Change
People aren’t just resisting your new system; they're resisting the emotional impact it has on them. Usually, one of these deeper concerns is at play:
Autonomy Threats: They're worried the new way reduces their control or limits their ability to influence outcomes. Suddenly, a change meant to simplify becomes a threat to their independence.
Change Fatigue: They've experienced a constant flow of new systems and processes. They’re exhausted by continually adapting and feel wary of yet another shift.
Lack of Relevance: They simply don’t see how your process directly benefits them. Perhaps it’s clear how it helps the organization overall—but why should they care personally?
None of these issues can be solved by extra documentation. Instead, they require addressing the deeper motivations behind resistance.
An Example from the Frontlines: OKRs Done Right (and Wrong)
Let's take OKRs—a widely adopted goal-setting framework—as a concrete example. Logically, they promise clear objectives, better alignment, and simplified reporting. Yet so many teams adopt them half-heartedly or push back altogether.
Why?
Because when leaders roll out OKRs, they often focus purely on the mechanics: “Here's how we set objectives; here's how we measure results; here's how often we check in.” It’s all logical, detailed, and structured—but rarely human.
If a busy executive sees OKRs simply as "another report," they're not going to feel enthusiastic. If a founder perceives them as an administrative chore rather than a genuine tool for understanding their business, they'll resist quietly, no matter how neatly you've mapped it out.
On the other hand, if you show a founder how OKRs help them regain visibility into areas of the company they've lost touch with, they'll listen. If you help a team leader see how OKRs empower their staff to make decisions without constant oversight, they'll embrace it.
In other words, logic becomes powerful only after you’ve addressed deeper motivations and human needs.
How to Fix Your Adoption Problem: Start with the Human Layer
Before adding another step or checklist, pause and switch tactics. Instead of asking, “How do I explain this more clearly?” start with questions that address human concerns:
"What specific frustrations does this solve for you?"
If the answer isn't clear, neither is their reason for adopting your idea."How do you feel about the way we're currently working?"
This reveals hidden objections or reservations that might derail your rollout later."Do you feel this change will genuinely help you in your role? Why or why not?"
If people don't immediately see the personal benefit, no amount of logic will convince them.
These conversations might feel slower initially. They require empathy, genuine curiosity, and sometimes uncomfortable honesty. But they establish trust and genuine understanding—two things no detailed checklist can ever achieve.
How to Co-Create Solutions People Actually Want to Adopt
People support what they help create. Invite key stakeholders into the planning stage. Let them voice concerns, suggest improvements, and make the process their own.
For example, rather than imposing OKRs from above, hold a workshop where teams articulate their frustrations with current planning methods. Then jointly design an OKR structure that directly solves those frustrations.
Suddenly, it’s not your process—it’s theirs. Adoption becomes natural, effortless, and durable because everyone clearly sees how it addresses something they genuinely care about.
Less is More: Keeping Your New Process Lean (and Human)
Once people see how your new system benefits them personally and emotionally, something surprising happens: You rarely need detailed documentation or endless instructions.
Teams naturally embrace the logic because they understand how it helps them, not because you've painstakingly mapped out every step. Less process, more human understanding—this is how real change happens.
Final Thought: Empathy Comes First
The next time you sense quiet resistance, remember: Your colleagues aren’t confused by your instructions. They’re resisting something deeper.
Before adding more layers of documentation, steps, or complexity, slow down. Focus first on understanding, empathy, and alignment. Meet the human side first—and watch your logical process suddenly become easy to adopt.
That’s the secret behind changes people actually want.
Ready to move from idea to real adoption?
I help leaders and Chiefs of Staff build strategic clarity and lasting alignment. Get in touch here to make your next initiative stick.
