Description
Book SynopsisResistance is at the heart of the change process, yet it is often overlooked or perceived as a negative force. This book explores resistance as a natural, positive, and necessary component of change. Twenty discrete resistance factors—likely to be found in a variety of circumstances—are described. The short vignettes that accompany each make the resistance factors come alive. Beyond gaining greater insights into the nature of these sources of resistance, the reader is provided with specific strategies, or antidotes, to harness the power of resistance, transforming it from a negative to a positive force. An included survey tool, built based on questions presented at the end of each chapter, will assist leaders in assessing potential sources of resistance to change events. An eight-step resistance-based change model—transactional in nature and simple in application—supports the reader in successfully moving nearly any change project toward a positive outcome.
Trade ReviewHarvey's book, Building Teams, Building People, has been my bible for working with team conflicts. The timing of Harvey and Broyles' latest book could not be more divine. In this accelerated pace of change in the workplace, resistance to change is to be expected. Harvey and Broyles' strategies to deal with such resistance—to change in organizational culture, to deal with insecurity and fear of failure, to build trust relationships, to create personal connections with change, and to implement a theory of small wins—will be the reference for successful leaders. -- Rich Thome, educational leader in residence, School of Leadership and Education Sciences, University of San Diego
Harvey and Broyles skillfully present both an important and provocative, theory-based, and practical book on change. Highly readable and loaded with strategies to help today's leaders and organizations understand and navigate through the realities and challenges of change. A must-read for all. -- Lawrence Kemper, former superintendent; president of Association of California School Administrators
Resistance to Change is an insightful, commonsense approach to plan and manage change in today's volatile environment of diminishing resources. This is an easy read for all levels of management in the public or private sector. It provides a practical framework to successfully implement change. It is a commonsense, practical guide full of analyses that illustrate how important the change process is in this era of diminishing resources. -- Martin Lomeli, served as a city manager for the cities of La Verne, Irwindale, La Puente, and Upland for over thirty years
Table of ContentsPart 1 Part I: Introduction to Change Resistance Chapter 2 Resistance to Change Chapter 3 Change Theory Part 4 Part II: Resistance Factors Chapter 5 Lack of Ownership Chapter 6 Lack of Top Brass Support Chapter 7 Lack of Benefits Chapter 8 Lack of Recognition Chapter 9 Increased Burdens Chapter 10 Loneliness Chapter 11 Insecurity Chapter 12 Norm Incongruence Chapter 13 Boredom Chapter 14 Chaos Chapter 15 Superiority Chapter 16 Differential Knowledge Chapter 17 Sudden Wholesale Change Chapter 18 Fear of Failure Chapter 19 Extremes of Organizational Structure Chapter 20 Suspicion Chapter 21 Ambiguity Chapter 22 Lack of Leadership Skills Chapter 23 Inertia Chapter 24 Referent Power Part 25 Part III: Survey Chapter 26 Questions to be Asked Part 27 Part IV: Model Chapter 28 Resistance-Based Change Model Chapter 29 Epilogue
