Resistance to Change

When teams begin using UNM, the biggest initial barrier is often resistance — not to the technique itself, but to what it surfaces. Seeing misalignment, ownership gaps, or unclear responsibilities can feel threatening to people who shaped or inherited the current system. Organisations must create psychological safety before meaningful mapping can begin.

What Resistance Looks Like

  • People dismiss mapping as “too much work” before trying it

  • Participants try to steer the conversation back to existing structures

  • Managers feel defensive when gaps or overlaps appear

  • Teams worry the map will be used to justify reorgs

  • Stakeholders avoid participating to “stay out of the line of fire”

Two cartoon characters, one with glasses and red clothing, the other with blue clothing, are talking about UNM.

Why It Happens During UNM Adoption

  • UNM makes the invisible visible, which can feel uncomfortable

  • People assume mapping = criticism of past decisions

  • Fear of accountability for unclear ownership

  • Lack of trust across teams or roles

  • Past reorg fatigue making teams wary of structural conversations

Two cartoon characters, one asking if they should open a box now, and the other expressing uncertainty about what is inside.

How to Move Past It

  • Frame UNM as sensemaking, not restructuring

  • Start with small, safe-to-try pilots

  • Map a non-controversial user journey first

  • Involve facilitators who can de-escalate defensiveness

  • Keep early sessions focused on shared understanding, not solutions

A colorful illustration of a user needs map with eight cartoon-style characters listening. The diagram shows team capabilities and dependencies with a speech bubble that reads, 'Seeing it laid out like this makes everything less fuzzy.'

Practical Tips

  • Use visuals and simple explanations to demystify the process.

  • Celebrate early successes to build momentum.

  • Provide resources and training to ease adoption.

Resistance softens when teams realise UNM helps them, rather than judging them. Clarity reduces fear — and clarity is the first outcome of the practice.

Illustration of a user needs map. Two cartoon characters, one with glasses and a green shirt, and the other with a plain face, are at the bottom with handwritten notes emphasizing understanding and starting to learn.

Safe-to-Try Interventions

Start Small

Begin with a pilot project for one team or department. Focus on delivering quick wins that demonstrate the value of User Needs Mapping.

Involve Stakeholders Early

Engage team members and leadership in the process from the start. Explain the benefits and show how the approach aligns with organisational goals.

Highlight Success Stories

Share examples from other organisations, such as Passenger’s Case Study, to build confidence and excitement.