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.
Thomas R. Harvey is a professor of organizational leadership in the doctoral program and the Abrahams Chair in Leadership Excellence at the University of La Verne, California. He has been the dean of the School of Organizational Management for fourteen years and is the author of several books including Checklist for Change; The Practical Decision Maker; Building Teams, Building People; The Soul of Leadership; and The Politically Intelligent Leader. Elizabeth A. Broyles is an adjunct faculty member for the College of Education and Organizational Leadership and the College of Business and Public Management at the University of La Verne. In addition, she has been a consultant for nearly twenty years, providing a wide range of organizational development services to nonprofit, educational, religious, and government organizations.
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