““If you’re going through hell, keep going.” ”
What if resistance isn’t just an obstacle to change, but a necessary part of transformation?
We’ve long seen extinction bursts — the psychological phenomenon where behaviours intensify before fading as a passive reaction to change. But what if we’ve misunderstood them?
What if the most powerful changes don’t just survive extinction bursts — they create them on purpose?
Extinction bursts – the concept
The extinction burst concept comes from operant conditioning (B.F. Skinner). When a behaviour that used to be rewarded suddenly stops working, instead of giving up, the individual escalates the behaviour before it eventually disappears.
We’ve seen this in organizations, where resistance flares up just before a change takes hold. We’ve seen this in society, with backlash against progress in gender equality, racial justice, and workplace diversity. We’ve seen this in individuals, when trying to break habits like smoking or social media addiction.
But here’s the radical question: What if this isn’t a side effect of change—but a lever of change?
What if some power structures manufacture extinction bursts to:
Prolong their control (e.g., stoking public fear about societal shifts).
Exhaust their opposition (e.g., forcing change advocates to fight at their peak before conceding).
Create the illusion of public backlash (e.g., amplifying minority resistance to slow transformation).
And what if we, as change leaders, could learn to trigger extinction bursts strategically?
Connecting the dots
Consider the civil rights movement. Each major step toward racial justice was met with extreme, often violent resistance before true progress broke through.
Or look at women in leadership. As more women take executive roles, we see a resurgence in sexist narratives, subtle (and not-so-subtle) attacks, the dismantling of DEI and social media-fuelled misogyny.
These aren’t failures of progress, they’re markers of its success. The old power structures aren’t just resisting change; they’re reacting predictably to their own demise.
Now, let’s take it into organizational change. Imagine a company introducing a radical new decision-making model—decentralized, AI-assisted, and removing hierarchical bottlenecks.
The leaders losing influence push back. The middle managers stuck in the old system escalate complaints. The employees benefiting from the status quo fight harder than ever.
If you expected a smooth transition, you might panic. But if you anticipated an extinction burst, you’d hold firm.
Or better yet — you’d provoke it deliberately.
The application: How to use extinction bursts to accelerate change (without causing harm)
1) Speed up discomfort by removing escape routes
How it works: Resistance lasts longer when people can avoid the change. By closing off old pathways sooner, we create an active choice moment where resistance spikes but also resolves faster.
Practical example: A company shifting from email-based approvals to a workflow tool sets a hard cutoff date—email approvals will no longer be processed after X date.
Why it works: If people can cling to the old way for months, resistance stays low-grade but persistent. Forcing the issue (gently, but firmly) brings the burst forward.
Watch for: Panic reactions. Counterbalance with clear support, training, champions, quick wins.
2️. Surface opposition in a controlled setting
How it works: People often resist in whispers and side conversations. If you let those grumblings escalate behind closed doors, they become entrenched. Instead, bring them into the open early.
Practical example: During a major restructure, hold a ‘What’s the Worst That Could Happen?’ session where people voice their biggest fears about the change. List them publicly. Normalize them.
Why it works: Fear thrives in the dark. When resistance is surfaced in a safe, facilitated space, people hit their emotional peak before the change fully lands—reducing the risk of later, uncontrolled backlash.
Watch for: Defensive leaders shutting down concerns. Frame this as sense-making, not complaining.
3. Apply ‘Disruption Sprints’ to test the breaking point
How it works: Instead of waiting for resistance to boil over, run a time-boxed experiment that forces people to live in the new reality. If there’s going to be an extinction burst, it happens in a controlled way.
Practical example: A company moving from hierarchical decision-making to self-managed teams runs a 30-day ‘No Approvals’ sprint. Teams act as if the new model is fully in place.
Why it works: It forces concerns into the open quickly. Instead of months of quiet resistance, people hit their discomfort peak fast—but in a setting where you can adapt before full rollout.
Watch for: Overload. Provide coaching and a debrief after the sprint to integrate lessons learned.
The Caveat: It’s about resolution, not shock
The goal isn’t to create suffering—it’s to prevent long, drawn-out resistance that drains energy and morale. By gently accelerating discomfort in structured ways, we help people process resistance earlier, with more support.