Full Description
Resistance is at the heart of the change process, yet it is often overlooked or perceived as a negative force. This book explores resistance as a natural, positive, and necessary component of change. Twenty discrete resistance factors—likely to be found in a variety of circumstances—are described. The short vignettes that accompany each make the resistance factors come alive.
Beyond gaining greater insights into the nature of these sources of resistance, the reader is provided with specific strategies, or antidotes, to harness the power of resistance, transforming it from a negative to a positive force. An included survey tool, built based on questions presented at the end of each chapter, will assist leaders in assessing potential sources of resistance to change events. An eight-step resistance-based change model—transactional in nature and simple in application—supports the reader in successfully moving nearly any change project toward a positive outcome.
Contents
Part 1 Part I: Introduction to Change Resistance
Chapter 2 Resistance to Change
Chapter 3 Change Theory
Part 4 Part II: Resistance Factors
Chapter 5 Lack of Ownership
Chapter 6 Lack of Top Brass Support
Chapter 7 Lack of Benefits
Chapter 8 Lack of Recognition
Chapter 9 Increased Burdens
Chapter 10 Loneliness
Chapter 11 Insecurity
Chapter 12 Norm Incongruence
Chapter 13 Boredom
Chapter 14 Chaos
Chapter 15 Superiority
Chapter 16 Differential Knowledge
Chapter 17 Sudden Wholesale Change
Chapter 18 Fear of Failure
Chapter 19 Extremes of Organizational Structure
Chapter 20 Suspicion
Chapter 21 Ambiguity
Chapter 22 Lack of Leadership Skills
Chapter 23 Inertia
Chapter 24 Referent Power
Part 25 Part III: Survey
Chapter 26 Questions to be Asked
Part 27 Part IV: Model
Chapter 28 Resistance-Based Change Model
Chapter 29 Epilogue
