Online from: 1988
|Title:||Resistance to change: the rest of the story|
|Author(s):||Ford J D, Ford L W, d'Amelio A|
|Journal:||The Academy of Management Review, Apr 2008, Volume: 33 Issue: 2 pp.362-377 (16 pages)|
|Keywords:||Change Management, Employees Involvement, Resistance|
|Reference:||37AN066 (Permanent URL)|
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.