Reframing resistance to change

Abstract

The context of this study utilizes case histories of a situation in which an individual made a successful personal change that allowed them to embrace or implement an organizational change. The purpose is to assess what principles or practices were most instrumental for these individuals to effectively work with their own natural resistance in ways that supported organizational changes. A further hope is to contribute to collegial dialogue in assessing how similar constructive influences might provide a more robust and promising future roadmap for change agents in organizations. At stake is money, time, energy, organizational sustainability, and the very welfare of people - the most valuable and precious asset for any organization.