And what about humans, do they merge too?

In today's professional world, transformation has become a constant. Yet, many misconceptions continue to undermine change initiatives in organizations. Let's debunk three of these particularly tenacious myths.

Myth #1: Resistance to change is a problem to manage

FALSE: It's a problem to listen to

Behind resistance lies fear, loss of bearings, and a need for meaning. Addressing these concerns creates sustainable engagement. Ignoring them generates silent sabotage.

When we face resistance during transformation, our first reflex is often to try to overcome or circumvent it. This approach misses an essential point: resistance is valuable feedback. It signals areas where your change strategy needs adjustment and reveals the real concerns of your teams.

By listening actively to resistance rather than fighting it, you transform potential obstacles into opportunities to strengthen your approach and create genuine buy-in.

Myth #2: Managers will relay the change

FALSE: Without support, they disengage first

Caught between operational demands, uncertainties, and lack of support, managers may struggle to drive change, even though they are the reference point for their teams.

Managers are the vital link in any transformation. However, we often expect them to be perfect change agents without giving them the resources to fulfill this role. Between pressure from leadership to implement change and daily operational requirements, managers can quickly become overwhelmed.

Their commitment is essential, but it cannot be taken for granted. It requires specific support, clear guidance, and recognition of the challenges they face. Investing in your management line is the most effective way to ensure that transformation cascades successfully throughout the organization.

Myth #3: Internal communication can wait until later

FALSE: Too late - without communication from the start, rumors take over

To prevent trust from breaking down on both sides, you need a coherent communication plan supported by key relays in the organization.

The information vacuum is always filled - if not by official communication, then by rumors and speculation. When transformation projects are kept secret too long or communicated poorly, uncertainty creates anxiety that can quickly transform into active resistance.

Effective communication isn't just about broadcasting messages; it's about creating dialogue. By establishing clear, consistent, and regular communication channels from the very beginning, you create the conditions for transparency and trust, essential foundations for truly sustainable transformation.

And you, what misconceptions have you encountered in your transformation projects? Share your experience in the comments!