Why clients resist change (and how to help them embrace it)
We’ve all been there: you present a brilliant solution you are sure will transform your client’s business, but they hesitate, request minor tweaks, or revert to their comfort zone.
The resistance isn’t about your design skills. It’s how humans naturally respond to change—even positive change.
Understanding the psychology behind resistance can help guide clients toward better outcomes without frustration (and tears) on either side.
The elephant and the rider
(Research for this article – including this metaphor – is from Designing-for-Behavioural-Change.)
Behavioural scientists often describe human decision-making using the metaphor of an elephant and its rider.
The rider represents our rational, analytical thinking. It can plan ahead and consider long-term consequences, but has limited control.
The elephant represents our emotional, intuitive responses. It’s powerful, driven by immediate feelings, and resistant to unfamiliar paths.
When you present new design concepts, you’re addressing the rider but the elephant is often making the actual decision.
Three reasons clients resist change
1. Fear of the unknown
Clients may intellectually understand the benefits of your proposed design solution, but emotionally fear the unfamiliar.
One of our clients recently faced this when presenting a complete brand overhaul to a long-established manufacturer. They said the marketing director loved the concept but kept finding small issues to delay implementation. The creative director eventually realised the client wasn’t concerned about the design—he was worried about how long-time customers would react.
The solution? They created a transition plan including customer previews and feedback sessions. It gave the client confidence the change would be well-received.
2. Loss aversion
Research shows people feel the pain of loss roughly twice as intensely as the pleasure of equivalent gains. It means clients often focus more on what they might lose (familiar brand elements, established customer relationships) than what they might gain.
“We learned to explicitly address what stays the same, not just what changes. Highlighting continuity alongside innovation helps clients feel they’re evolving rather than abandoning their past.” #smartdesigner
3. Decision paralysis
When facing significant changes, many clients become overwhelmed by options and implications, leading to decision paralysis.
We work with a Brisbane agency who presents by breaking large changes into smaller decisions. Instead of presenting the complete website redesign at once, they now focus on navigation structure first, then content hierarchy, then visual design. It’s all about bite-sized chunks. Each small approval built momentum toward the larger change.
How to help client’s embrace change
Make the path clear
The elephant prefers well-defined paths with visible destinations. You can create clarity by:
- showing realistic mockups in context
- providing clear implementation timelines
- outlining specific, manageable steps.
Reduce the perceived risk
Help clients feel safer about change by:
- doing market research to prove why change is needed
- starting with smaller, reversible changes
- providing evidence from similar projects
- offering phased implementation options.
Appeal to both rider and elephant
Address rational concerns with data and logic, but don’t neglect emotional reassurance:
- use storytelling to help clients envision success
- acknowledge and validate concerns
- create excitement about positive outcomes.
So what?
Understanding resistance as a natural human response changes how you approach presentations and feedback sessions.
Address both rational concerns and emotional hesitations to guide clients toward embracing change (rather than fighting against their resistance).
The most successful designers aren’t just skilled at creating solutions—they’re skilled at helping clients feel confident implementing them.
Let’s keep the conversation going. Email Greg for a chat.
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Greg Branson
Design Business Council – business advice for creatives
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About Greg Branson
Greg’s passion is the research and development of methods that improve design management and the role of design in business.
His longevity is in his ability to change and adapt. Greg’s career as a traditionally-trained photographer; became an academic, teaching photography to design students; co-founded and ran Mackay Branson design (for over 25 years) until, recognising an area that he loved – design management – was not an area traditionally covered in design education, he founded Design Business Council. Since then he has worked alongside hundreds and Australian creatives helping them manage their business better.
Greg has sat on the AGDA Victoria and National councils, on a number of University and TAFE Advisory Boards and helped rewrite the VCE Visual Communication curriculum.
Outside of DBC, he is a passionate analogue photographer who spends an inordinate amount of time in his darkroom. You can follow his work on instagram @gregurbanfilm
Always happy to chat, he can be contacted here.
