Engaging Resistance

How Ordinary People Successfully Champion Change

Business & Finance, Management & Leadership, Decision Making & Problem Solving, Nonfiction, Reference & Language, Education & Teaching
Cover of the book Engaging Resistance by Aaron Anderson, Stanford University Press
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Author: Aaron Anderson ISBN: 9780804777261
Publisher: Stanford University Press Publication: January 25, 2011
Imprint: Stanford Business Books Language: English
Author: Aaron Anderson
ISBN: 9780804777261
Publisher: Stanford University Press
Publication: January 25, 2011
Imprint: Stanford Business Books
Language: English

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.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

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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