Emerald Management Reviews

Design/methodology/approach - Describes the agent-centred view of change and resistance, contrasting it with a more enlightened view of resistance as change agent sensemaking. Shows how change agents unintentionally contribute to resistance, and stresses the value of resistance.

Findings - Change presents both the agents of change and its recipients with problems which trigger sensemaking: the former consider how they can accomplish the change, while the latter consider what the change means for them. Sensemaking is an active process which involves interactions of information-seeking, meaning and expectation, plus self-justifying explanations. Change agents contribute to resistance by breaking agreements and violating trust, and by failing to legitimize the proposed change. Resistance can be a resource, since it implies commitment; it should be regarded as a systemic, not a psychological, response.

Practical implications - The change agent should take responsibility for dialogue and relationships with the recipients of change.

Originality/value - Shows the dangers of a one-sided view that change must be beneficial and that resistance to it must therefore be irrational.