Description
Book SynopsisEngaging Resistance provides a new empirical framework for understanding the nature of resistance to organizational change. This book points the way towards strategies that can be successfully employed by change champions as they work to engage less enthusiastic colleagues.
Trade Review"
Engaging Resistance meaningfully builds an emergent theory in an engaging style. Anderson grounds his framework well, illustrating how two institutions of higher education overcome resistance to change. The stories of these institutions include exemplary detail, so that students can easily transfer the lessons-learned to other organizational settings. This book makes a welcome addition to the reading list for my
Strategies for Institutional Change course."—Sharon F. Rallis, University of Massachusetts, Amherst, author of
Learning in the Field: An Introduction to Qualitative Research"In a refreshingly clear voice, Anderson presents powerful ideas on transformational change and resistance in an easy-to-understand format.
Engaging Resistance serves as a template that may be used by change agents anywhere who are committed to making a positive difference in for profit, non-profit, and governmental settings."—Jane C. Edmonds, Senior Fellow, Northeastern University College of Professional Studies
