Employees Actually Embrace Change: The Chimera of Resistance

Journal of Applied Management and Entrepreneurship, Vol. 7, No. 2, 2002

17 Pages Posted: 23 Oct 2013 Last revised: 16 Feb 2016

See all articles by Eric Dent

Eric Dent

Florida Gulf Coast University; Florida Gulf Coast University - Lutgert College of Business

Edward Powley

Case Western Reserve University

Date Written: 2002

Abstract

The belief that people resist change is widely held in organizational life. This paper will explore that belief in a number of ways. The phrase "resistance to change" is unmasked by briefly deconstructing the term. A review of the literature suggests that there is no commonly held definition for resistance to change. In fact definitions range from willful opposition to valuable passion. To begin an effort at understanding change in all its richness and depth, an exploratory study used interviews to reveal the fullness of how people experience change at work. Six primary dimensions surfaced from 945 change incidents analyzed. Reactions to change varied considerably by dimension. Overall, interviewees made 1.9 positive statements about change for every negative statement. The belief in resistance to change may be not only inaccurate, but one which impedes the success of change efforts.

Keywords: Employees, Actually, Embrace, Change, Chimera, Resistance

Suggested Citation

Dent, Eric and Powley, Edward, Employees Actually Embrace Change: The Chimera of Resistance (2002). Journal of Applied Management and Entrepreneurship, Vol. 7, No. 2, 2002, Available at SSRN: https://ssrn.com/abstract=2343419

Eric Dent (Contact Author)

Florida Gulf Coast University ( email )

10485 FGCU Blvd S
Ft. Myers, FL 33965-6565
United States

Florida Gulf Coast University - Lutgert College of Business ( email )

10485 FGCU Blvd S
Fort Myers, FL
United States

Edward Powley

Case Western Reserve University ( email )

10900 Euclid Ave.
Cleveland, OH 44106
United States

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