Engaging Resistance: How Ordinary People Successfully Champion
Change offers an empirically based explanation that expands our
understanding about the nature of resistance to organizational
change and the effects of champion behavior. The text presents a
new model describing how resistance occurs over time and details
what change proponents can do throughout three engagement periods
to effectively work with hesitant colleagues. The book's findings
are illuminated by examples of six different resistance cases,
embedded in the transformation sagas of two real-world
organizations. A fundamental premise of this work is that
resistance should not be something to avoid or squash as people
work to change their organizations. In fact, resistance can be
viewed as a natural, healthy part of an organic process. When
engaged properly, resisters can help to improve change efforts and
strengthen an organization's overall transformation.
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