Maurer’s 3 Levels of Resistance and Change Model

In change management, one statistic stands out: nearly 70% of organizational change initiatives fail to meet their goals. Too often, leaders focus on plans and processes while overlooking the deeper human resistance that derails progress. That resistance, whether from individuals, teams, or entire organizations, can quietly stall even the most well-designed transformation.

Rick Maurer, a leading authority on organizational change and leadership, created Maurer’s 3 Levels of Resistance and Change Model to help leaders decode the real reasons people push back. Grounded in decades of research, the model offers practical insight into how to recognize, understand, and overcome resistance.

This article explores how Maurer’s framework can strengthen change management by turning opposition into engagement—and guiding lasting organizational success.

What is Maurer’s 3 Levels of Resistance and Change Model? 

Maurer’s 3 Levels of Resistance and Change Model is a change management framework designed to help leaders understand why people resist change and how to address it. 

It breaks resistance into three distinct levels, making it easier to plan interventions that work: 

• Level 1: Focuses on personal fears, habits, and uncertainty. People may feel insecure or anxious about how change affects their role.
• Level 2: Resistance emerges from team dynamics, peer pressure, or cultural norms. Teams may resist if change disrupts established routines or collaboration patterns.
• Level 3: Resistance arises from systems, structures, or policies. Organizational rules or leadership approaches may block or slow change.

Why is Maurer’s 3 Levels of Resistance and Change Model important?

Maurer’s 3 Levels of Resistance and Change Model is important because it provides leaders with a clear understanding of why people resist change, rather than assuming resistance is due to stubbornness or laziness. 

Identifying resistance at the individual, group, or organizational level means leaders can take targeted actions that work, increasing change management success factors.

For example, think about a company introducing a new software system. An employee may resist because they don’t understand it (Level 1), a team may resist because it disrupts their usual workflow (Level 2), or the company may resist due to rigid policies or outdated processes (Level 3). 

Using Maurer’s model means leadership can address individual concerns, guide team dynamics, and reshape barriers to organizational change. This then makes change easier to accept and implement.

What are the Maurer’s 3 Levels of Resistance? 

To get the most out of Maurer’s 3 Levels of Resistance, it’s necessary to dig a little deeper into the three distinct levels. Doing so reveals the root of resistance and helps leaders address concerns at each stage, creating a smoother path for change.

Let’s take a closer look at Maurer’s 3 Levels of Resistance: 

Level 1: I don’t understand

Resistance at this level happens when people don’t grasp the change or its purpose. They may feel confused, unsure of what’s expected, or overwhelmed by new processes. Leaders can address this through clear explanations, step-by-step guidance, and practical examples. 

Training sessions, visual aids, and open Q&A forums help employees connect the change to their daily work. When people understand how a change affects them and the broader business, fear and hesitation fade. Ignoring this stage risks widespread misalignment and frustration, as employees may struggle or revert to old habits without proper comprehension.

Level 2: I don’t like it

Here, employees understand the change but resist it emotionally. They may dislike new responsibilities, altered routines, or perceived extra work. Empathy, active listening, and demonstrating tangible benefits are all great ways to evoke change on this level. 

Highlighting how the change improves workflows, reduces repetitive tasks, or opens up new growth opportunities can easily shift perception. Celebrating progress helps employees experience the positive side firsthand. Ignoring emotional resistance can lead to sabotage, poor performance, or slow adoption. Remember, even well-intentioned initiatives fail if people don’t feel motivated to embrace them.

Level 3: I don’t like or trust you

This level of resistance arises when employees distrust leadership or the motives behind change. Even if they understand and might even like the idea itself, skepticism or past experiences fuel opposition. Building trust requires transparency, consistent communication, and credibility. 

Change leaders should involve teams in planning, make decisions openly, and follow through on commitments. Ignoring this level can create deep divisions and erode morale. Successful change at this stage hinges on relationship-building and integrity. Leaders who address trust proactively can convert skepticism into engagement. 

How to implement Maurer’s 3 Levels of Resistance and Change Model 

Once you understand the different levels of Maurer’s 3 Levels of Resistance and Change Model, the next step is to apply it in practice. 

The implementation steps below will The steps below will guide leaders in spotting resistance, addressing concerns, and supporting their team through the change management process: 

Diagnose resistance levels

Before tackling change, you need to know what kind of resistance exists. Walk the floor, have honest conversations, and observe behavior. Are team members confused, skeptical, or actively challenging leadership? 

Maurer’s three levels break resistance into clear categories. Here, identifying the level is crucial because mistaking frustration for misunderstanding can waste time. Take notes, ask open-ended questions, and listen without judgment. The clearer the diagnosis, the easier it is to provide the right support. In the long run, it will help employees move from resistance toward acceptance and even advocacy for the change.

Tailor interventions to each level

Once resistance is diagnosed, solutions must be tailored to the problem. For those who don’t understand, offer clear instructions, demonstrations, and hands-on training. If people don’t like the change, show benefits, share success stories, and involve them in shaping it. For distrust, focus on transparency, honesty, and rebuilding relationships. 

One-size-fits-all approaches often fail, and employees respond to relevance, not generic messaging. Interventions should be practical and measurable, targeting specific behaviors. Check progress and adjust methods if results are lagging. This ensures time and resources aren’t wasted, and employees feel supported, increasing the likelihood that the change will stick.

Communicate clearly and consistently

Change falters when messages are mixed or vague. To succeed, speak plainly and from multiple angles. Avoid corporate jargon and explain what is happening, why it matters, and how it affects each team. Reiterate key points across different channels, including emails, meetings, and informal conversations. 

Then, encourage questions and provide honest answers. Consistency generates trust and ensures everyone is on the same page. Unanswered questions can derail progress faster than any obstacle. Clear, consistent communication turns fear into curiosity, giving employees the confidence to move forward with the change.

Engage stakeholders early

Don’t wait until plans are finalized and ensure the right people are involved from day one. Stakeholders are familiar with the business, its workflows, and the hidden obstacles. Early involvement helps identify pain points, gather ideas, and develop ownership. 

When employees, managers, or partners contribute to shaping change, they are less likely to develop resistance to change. Invite feedback, host workshops, and share early drafts of your work. This early engagement builds a sense of fairness and respect. When stakeholders feel heard, their investment tends to increase. 

Monitor and adjust strategies

After rolling out initiatives, track what’s happening on the ground. Are employees adopting new systems? Are digital workflows improving? Use surveys, performance metrics, and informal check-ins to spot friction points and establish how to actually measure change management. 

When resistance persists, revisit interventions. Perhaps more training is needed, or the communication could be clearer. Flexibility is key here; remember, strategies should evolve based on real-world feedback. Celebrate small wins to keep morale high, and be ready to pivot where necessary. 

What are the benefits of Maurer’s 3 Levels of Resistance and Change Model? 

Once the implementation steps have been followed, identifying the benefits allows leaders to see how understanding resistance at a deep, human level transforms decision-making itself.

Let’s take a closer look at the benefits of Maurer’s 3 Levels of Resistance and Change Model:  

Clear perspective on resistance

Maurer’s model shows exactly why people resist change, turning confusion into understanding. Instead of guessing why a team hesitates, leaders see the real reasons. This clarity helps them respond smarter, avoid friction, and guide everyone through change without frustration or wasted effort.

Tailored techniques for each level

It’s easy to forget, but not everyone resists for the same reason. Some just don’t get it, some dislike it, and some distrust leadership. Maurer’s model lets leaders match their approach to each person, making change feel fair, manageable, and actually achievable instead of forcing one-size-fits-all solutions.

Works with other change models

This model isn’t isolated and can sit alongside big-picture frameworks like Kotter or ADKAR. While those handle steps and structure, Maurer focuses on the human side, helping leaders understand feelings and motivations. When used together, they create a more effective way to make change stick.

What are the challenges associated with Maurer’s 3 Levels of Resistance and Change Model? 

Certain challenges arise when implementing any change management model, and Maurer’s 3 Levels of Resistance and Change is no exception. 

Let’s take a closer look at the challenges of Maurer’s 3 Levels of Resistance and Change Model:  

Not a full change framework

Maurer’s model focuses on why people resist, not the entire change journey. It doesn’t provide step-by-step roadmaps or strategy guidance, so leaders need to pair it with broader frameworks to make sure the whole transformation actually happens.

Lacks implementation steps

While it does highlight resistance levels, the model doesn’t tell you exactly how to act on them. Leaders must interpret and create their own interventions, which can be tricky without experience. This means it can leave room for missteps if the approach isn’t carefully planned.

Can oversimplify resistance

Human emotions are complex, and resistance often overlaps with them. Maurer’s Model gives a simplified view, which risks missing nuanced concerns. Leaders must remain observant, flexible, and sensitive to unique team dynamics to avoid misreading the real reasons behind pushback.

Getting the most from Maurer’s 3 Levels of Resistance and Change Model

The Maurer’s 3 Levels of Resistance and Change Model was introduced in Rick Maurer’s book, “Beyond the Wall of Resistance,” in 1996, and has come a long way since then, evolving into a practical lens for understanding why people resist change in the workplace.

Change management has and will continue to be a nuanced and ever-evolving topic. Understanding why change management is important is always subject to shift, so a model like Maurer’s is essential because it reveals the hidden reasons behind resistance. 

For leaders who are trying to get the most out of their change management communication strategies, it’s essential to focus on the human side of change, recognizing emotions, motivations, and resistance. 

Maurer’s 3 Levels of Resistance and Change Model is, without a doubt, one of the best models available to understand why people resist change and how to address it.