Challenging “Resistance to Change”
Abstract
This article examines the origins of one of the most widely accepted mental models that drives organizational behavior: the idea that there is resistance to change and that managers must overcome it. This mental model, held by employees at all levels, interferes with successful change implementation. The authors trace the emergence of the term resistance to change and show how it became received truth. Kurt Lewin introduced the term as a systems concept, as a force affecting managers and employees equally. Because the terminology, but not the context, was carried forward, later uses increasingly cast the problem as a psychological concept, personalizing the issue as employees versus managers. Acceptance of this model confuses an understanding of change dynamics. Letting go of the term—and the model it has come to embody—will make way for more useful models of change dynamics. The authors conclude with a discussion of alternatives to resistance to change.
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1. We would like to thank one of our reviewers for this observation.
2. Dreese’s (1955) primary thesis is that resistance to change occurs when people become complacent. He suggests that people have a natural tendency to establish goals and work hard to reach them. However, once those goals have been reached, people will resist further change. Dreese’s work will not be further addressed here.
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An exploratory study of an experiential change program's impact on par...
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A Perspective on the Field of Organization Development and Change...
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Success and Failure In Organizational Change: An Exploration of the Ro...
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Considering Planned Change Anew: Stretching Large Group Interventions ...
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An exploratory study on change resistance measurement
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Considering Planned Change Anew: Stretching Large Group Interventions ...
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Modelling customer loyalty in financial services
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Resistance to Change: Historical Excursus and Contemporary Interpretat...
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Change from below: the role of middle managers in mediating paradoxica...
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Outcomes of Change Processes
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Power and Resistance
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Top‐down change in a public sector bank: lessons from employees' lived...
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Individual Readiness for Organizational Change and Its Implications fo...
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“Trans‐+‐form”
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Managing Organizational Change: Negotiating Meaning and Power-Resistan...
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Der Einfluss von Kultur und individuellen Charakteristika auf das Wide...
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Intelligence émotionnelle et résistance au changement : quelques résul...
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Balanced scorecard perspective on change and performance: a study of s...
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Tipping the Balance: Overcoming Persistent Problems in Organizational ...
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Pilot Study to Assess the Readiness of the Tourism Industry in Wales t...
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Resistance to change as issue selling in multinational firms
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Positioning Change Recipients’ Attitudes Toward Change in the Organiza...
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Not So Simple: Integrating New Research Into Textbooks
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Toward an ‘IT Conflict-Resistance Theory’: action research during IT p...
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Coping with learning styles during organizational changes
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Elaborating a dynamic systems theory to understand collaborative inven...
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Lessons From the Military: A New Framework for Managing Change (C5)
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Trust and Fairness During Strategic Change Processes in Franchise Syst...
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We're Changing—Or Are We? Untangling the Role of Progressive, Regressi...
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Adaptive and Generative Learning: Implications from Complexity Theorie...
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Shedding light on followers' innovation implementation behavior
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Mitigating resisting forces to achieve the collaboration‐enabled suppl...
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Good intentions and failed implementations: Understanding culture-base...
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Inviting Participation in Organizational Change Through Ownership Talk
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Resistance, justice, and commitment to change
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When workplace interventions lead to negative effects: Learning from f...
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Negative experiences of organizational change from an emotions perspec...
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That's Not How I see It: How Trust in the Organization, Leadership, Pr...
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Change resistance as the crux of the environmental sustainability prob...
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A Test of the Measurement Validity of the Resistance to Change Scale i...
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Reflections: Ethics and Organizational Change – Time for a Return to L...
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Organizational Culture, Change and Emotions: A Qualitative Study
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A synergistic performance management model conjoining benchmarking and...
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Divergent acceptance of change in a public health organization
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The role of transformational leadership and organizational change on p...
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Why quality management programs fail
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Is community-based sustainability education sustainable? A general ove...
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Navigating Organizational Change: Change Leaders, Employee Resistance ...
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How Leadership Characteristics Affect Organizational Decline and Downs...
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Process embedded design of integrated management systems
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Advanced closed loops during mechanical ventilation (PAV, NAVA, ASV, S...
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Employee empowerment, action research and organizational change: a cas...
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Benchmarking the viability of SCM for entrepreneurial business model d...
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Organizational change
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Minds, Hearts and Deeds: Cognitive, Affective and Behavioural Response...
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The Mediating Role of Technology-Based Training on Change Management S...
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Resistance to change: A reexamination and extension
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Organizational Member Learning Facilitating Environment: Empirical Stu...
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Resistance to Change as Issue Selling in Multinational Firms
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Conversational Profiles...
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Changing Attitudes and Behavior of Stakeholders During an Information ...
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Market Responsiveness versus Political Responsiveness...
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The aftermath of organizational restructuring
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Communication, sensemaking and change as a chord of three strands
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A Study on the Relation between Personal Characteristics and Psycholog...
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Employee perceptions of organizational change: impact of hierarchical ...
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Job motivation and self-confidence for learning and development as pre...
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Values, Interests, and the Capacity to Act...
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Bibliography
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Resistance to Change: The Rest of the Story
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Daily Work Contexts and Resistance to Organisational Change: The Role ...
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A Conceptual Model of Wiki Technology Diffusion
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Active on the Job—Proactive in Change...
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IS projects and implementation
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A Top Management Team's Reactions to Organizational Transformation: Th...
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The Intersection of Organizational Identity, Knowledge, and Practice: ...
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Organizational career development is not d...
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Kurt Lewin and the Harwood Studies: The Foundations of OD
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Relationships Between Change and Organizational Culture in Hospitals
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Closed-Loop Ventilation: An Emerging Standard of Care?
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Toxins in the workplace: affect on organizations and employees
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Destructive Dynamics of Middle Management Intervention in Postmerger P...
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Minds, hearts and deeds: Cognitive, affective and behavioural response...
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Postscript to change: survivors' retrospective views of organizational...
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The role of standard software packages in mediating management account...
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AN EXAMINATION OF THE ANTECEDENTS OF READINESS FOR FINE-TUNING AND COR...
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Personality, context, and resistance to organizational change
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Employee Perspectives on Implementation Communication as Predictors of...
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Talking about change
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Organizational Change and Self-Concept Threats...
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Exploring Resistance from a Rhetorical Perspective
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Emotions as a lens to explore teacher identity and change: A commentar...
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Purchasing process transformation: restructuring for small purchases
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The nature and antecedents of middle manager resistance to change: evi...
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Special Education and Private Schools: Principals' Points of View
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What Have the Feminists Done for Us? Feminist Theory and Organizationa...
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The Structure and Function of Attitudes Toward Organizational Change
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Designing and Evaluating E-Learning in Higher Education: A Review and ...
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Resistencias al cambio organizativo: un análisis empírico en cambios r...
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Kurt Lewin and the Planned Approach to Change: A Re‐appraisal
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A conceptual framework for studying fanatical managers
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Power and Collaboration
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Active meta-process models: a conceptual exposition
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Helping older workers cope with continuous quality improvement
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Theories and Practices of Organizational Development
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Problematisation and Obfuscation in e-Government
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Why New Software Processes Are Not Adopted
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Sheriff’s deputies’ receptivity to organizational change
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A grounded theory for resistance to change in a small organization
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Resistance and the background conversations of change
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Reflections
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Resistência a mudança: uma revisão crítica
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Rethinking Resistance and Recognizing Ambivalence: A Multidimensional ...
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How to replace an old email system with a new
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Integrating OHS, Environmental, and Quality Management Standards
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“Blindsided by that one” and “I saw that one coming”: The relative ant...
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Fooling Around: The Corporate Jester as an Effective Change Agent for ...
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Interpreting E-Government: Implementation as the Moment of Truth
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WHEN CHANGE BECOMES EXCESSIVE
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Chapter 10 Building a Climate of Trust during Organizational Change: T...
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Throwing Away the Course-centric Teaching Model to Enable Change
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The Roles of Organizational Change Management and Resistance to Change...
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Effectiveness of Critical Discourse Analysis to Solve Constrained Empl...
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The Roles of Organizational Change Management and Resistance to Change...
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Exploration of Faculty's Perceptions on Technology Change
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