02824nam 2200565 a 450 991078941170332120230725031510.00-8047-7726-810.1515/9780804777261(CKB)2670000000095279(EBL)713304(OCoLC)729167214(SSID)ssj0000522319(PQKBManifestationID)12210390(PQKBTitleCode)TC0000522319(PQKBWorkID)10527442(PQKB)10405079(MiAaPQ)EBC713304(DE-B1597)564288(DE-B1597)9780804777261(Au-PeEL)EBL713304(CaPaEBR)ebr10477363(OCoLC)1178770283(EXLCZ)99267000000009527920100513d2011 uy 0engur|n|---|||||txtccrEngaging resistance[electronic resource] how ordinary people successfully champion change /Aaron D. AndersonStanford, Calif. Stanford Business Booksc20111 online resource (225 p.)Description based upon print version of record.0-8047-6244-9 0-8047-6243-0 Includes bibliographical references (p. 185-196) and index.Prelude to resistance -- The theoretical backdrop -- From planning to implementation -- The nature of resistance -- Six cases of resistance -- Engaging resistance -- Lessons from the field.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.Organizational changeUnited StatesCase studiesOrganizational change658.4/06Anderson Aaron D1548374MiAaPQMiAaPQMiAaPQBOOK9910789411703321Engaging resistance3851956UNINA