Supporting a Change-Resistant Colleague

Change is a constant in further education, from new technologies and curriculum updates to shifts in quality processes. While most staff adapt, you may occasionally encounter a colleague who is resistant. This resistance can stem from many places, and the key is to approach the situation with empathy and a desire to support, rather than to simply enforce compliance. A supportive response protects team cohesion and ensures changes ultimately benefit learners.

Diagnose the Root of the Resistance

Before you can help, you need to understand why your colleague is struggling. Resistance is often a symptom of a deeper issue. Take the time to listen and observe before jumping to conclusions.

• Is it a capacity issue? The colleague might feel overwhelmed, believing the change adds an unreasonable burden to their existing workload. They may need help with prioritisation, not the change itself.
• Is it a confidence issue? They may doubt their ability to master the new skill, technology, or pedagogical approach. This is about fear of failure, not a rejection of the idea.
• Is it a conviction issue? The colleague might genuinely believe the change is a mistake, is not evidence-based, or will have a negative impact on learners. Their concerns may even have some validity.
• Is it a connection issue? They might feel a sense of loss for the old way of doing things, which was familiar and tied to their professional identity and relationships.

Reframe the Conversation

The way you communicate the change can make the difference between building a bridge and building a wall. Focus on connection and shared purpose.

• Link to learner impact: Frame the change in terms of the benefits to learners. How will it improve their achievement, participation, or development? This connects the change to your team's core professional mission.
• Acknowledge their expertise: Ask for their perspective. "You have a lot of experience with this learner group. How do you see this new approach working for them? What challenges should we anticipate?" This validates their professionalism.
• Show, don't just tell: Share examples of where the change has worked well, either in another department or another provider. Arrange for them to speak to a trusted peer who is already on board.
• Separate the 'what' from the 'how': Be clear on the non-negotiable goals of the change, but invite collaboration on the implementation details. This gives them a degree of autonomy and ownership.

Provide Scaffolding for the Change

Practical support is crucial for building confidence and reducing anxiety. A manager's or peer's role is to make the change feel achievable.

• Offer to co-plan: Work together on a single session plan that incorporates the new method. This makes the abstract concrete and provides a safe starting point.
• Create low-stakes practice: Can they try the new software in a test environment? Can they rehearse a new technique with a trusted peer before using it with learners?
• Break it down: A major change can be daunting. Break it into the smallest possible steps. Focus on mastering step one first, celebrating that small win before moving on.
• Provide time and resources: Real change takes time. Ensure the colleague is given dedicated time for professional learning and practice, not just expected to figure it out in their own time.

Maintain Clarity and Professional Boundaries

Support is essential, but so is accountability to your learners and the wider team. Your support must have a clear direction and purpose.

• Be clear about expectations: Define what 'good enough' looks like for the initial adoption phase and what the long-term goal is.
• Focus on impact, not perfection: The initial goal isn't flawless execution, but a good-faith effort to implement the change and learn from it.
• Agree on check-in points: Schedule brief, informal follow-ups. "How about we catch up next week to see how it went?" This maintains momentum without feeling like micromanagement.
• Know when to escalate: If, despite genuine and sustained support, the resistance becomes refusal that negatively impacts learners or the team, it may be time to involve a line manager for a more formal conversation.

Where this fits in QualityHero

Effectively leading teams and supporting all colleagues to implement improvements is fundamental to strong leadership and governance. Data from observations, learner surveys, and course reviews within QualityHero's Toolkit Areas can help leaders identify inconsistencies in practice. These insights allow managers to move beyond assumptions and provide the targeted, evidence-informed support that helps every team member - and their learners - to thrive.