Leadership under resistance in the public sector

Neurological and psychological foundations of resistance to change

• • The psychological need for security in public administration and change: The Stacey matrix as a map.
  • The psychological value of stability and rituals in public service.
  • Negativity Bias: Why the brain experiences change as a threat.

The power of habit - how routine slows down change

• • Anchoring new routines and administrative processes effectively: do's and don'ts.
  • How small impulses can have a big impact ("psychological nudges").

Resistance through projections towards the unknown

• • How unclear visions of the future and a lack of communication trigger defenses.
  • Thinking according to Kahnemann: System 1 (fast) vs. system 2 (logical).
  • The principle of non-local role dynamics in the group (displacement).

Motivational blockages and perceived benefit deficits

• • Basic types of motivation: e.g. achievement, connection, freedom, influence and control.
  • Introduction to modern thinking tools such as Job-to-be-Done, Double Diamond and Value Proposition Canvas.

Culturally determined resistance in hierarchical organizations

• • Confirmation bias: How negative expectations of change are constantly "confirmed" - and how to counteract this as a manager.
  • The power of beliefs: The right approach when unwritten rules collide with new requirements.

Reactance and psychological defense - dealing with passive resistance or silent withdrawal

• • Illusion of control: Why people overestimate their influence in times of uncertainty.
  • Recognize forms of silent resistance: Withdrawal, cynicism, "inner resignation".
  1. How leadership can reinforce inner defenses through coercion or overcontrol.