By Hanna Smit
Responding to Resistance in Safeguarding Training
A key part of Social Development Direct’s commitment to advancing inclusive social development sits within our Safeguarding portfolio, where we provide technical assistance and deliver training to prevent and respond to Gender-Based Violence and Harassment (GBVH), and to Protect people from Sexual Exploitation, Abuse and Harassment (PSEAH) in the workplace.
These trainings are essential, but they are not always easy. Resistance is a common feature of safeguarding work, and responding to it thoughtfully is central to creating meaningful and lasting change.
Why resistance happens and how we prepare for it
Resistance to GBVH and PSEAH content is both common and understandable. Safeguarding discussions often challenge deeply held beliefs, social norms and power dynamics. For some participants, this can feel threatening, particularly when conversations touch on identity, culture or organisational practice.
Training spaces are intended to be safe places for learning and reflection, but they are also spaces where discomfort, fear or scepticism may surface. Cultural, organisational and personal beliefs all shape how people respond, and facilitators must be prepared to navigate these dynamics with care.
At Social Development Direct, we anticipate resistance as part of the training process. Our facilitators work in teams, often alongside co-facilitators and local consultants, to ensure training content is contextualised and grounded in local realities. This approach allows us to draw on positive social norms, culturally relevant examples and meaningful local language, helping participants engage with safeguarding concepts in ways that feel relevant rather than imposed.
Understanding different types of resistance
Resistance can take many forms, and recognising these differences helps facilitators respond appropriately. It often exists along a continuum, from passive to active, and may also be embedded at an institutional level.
Active resistance may include pushback, debate, or direct challenges to the legitimacy of GBVH, PSEAH or safeguarding concepts.
Passive resistance can show up as silence, disengagement, avoidance or cynicism.
Institutional resistance may involve a lack of leadership buy-in, competing organisational priorities, minimal resourcing, or the absence of clear safeguarding policies.
Each type of resistance requires a different response, and none should be dismissed as simply “difficult behaviour”. Often, resistance signals uncertainty, fear or a lack of familiarity, and therefore an opportunity for learning.
Techniques we use to respond to resistance
Our facilitation approach is grounded in creating a safe, respectful space where participants are encouraged to be curious rather than defensive. We begin by establishing shared agreements - what we will and won’t do together - so that everyone understands how discussions will be held.
We stay grounded in evidence while remaining alert to emotional triggers, normalising questions and uncertainty and actively inviting curiosity. Breaking down jargon and using clear, accessible language helps demystify safeguarding and reduces unnecessary barriers to engagement.
We also link safeguarding content to wider legal, organisational and ethical frameworks, demonstrating that this work is not an “add-on” but something that already exists within the law and most organisational policies. Making these connections helps participants see safeguarding as part of their existing roles, rather than an extra burden.
Crucially, we make the content practical. Participants are given space to practise techniques, work through scenarios, and process information at their own pace. This supports meaningful learning rather than passive compliance.
Co-facilitators also support one another. We share learning, take turns managing challenging moments, and draw on each other’s strengths when resistance arises. Encouraging healthy debate and inviting participants to learn from one another as peers is often where the most powerful learning happens. Everyone in the room brings skills, experience and perspectives, and recognising this creates opportunities for collective reflection and growth.
Safeguarding as a journey
Safeguarding is not a one-off training or a box-ticking exercise; it is a journey. Responding to resistance with empathy and openness helps ensure we do not distance individuals or organisations from this work, but instead support them to engage meaningfully over time.
One conversation may not immediately change behaviour, but it can open dialogue, challenge assumptions or spark interest. By continuing to share resources, build networks and create spaces for learning, we contribute to the long-term cultural change that effective safeguarding requires.