A Person‐centred Approach to Dealing with Resistance to Change

Abstract

Accepts that resistance to change by individuals in organizations is a natural phenomenon and is an essential element in understanding any change process. Holds that resistance has its origins in both the personality and the individual′s interaction with the environment and is a dynamic activity with both cognitive and emotional elements. Understanding and dealing with individuals who are resisting change requires that they be taken seriously, listened to and understood. Discusses how the person‐centred approach of Carl Rogers, with its philosophy and emphasis on individual self‐direction in a facilitative climate, provides a valid and useful way for consultants to work with clients in this context. Anything less than a person‐centred approach leads to increased alienation and resistance.

Citation

Coghlan, D. (1993), "A Person‐centred Approach to Dealing with Resistance to Change", Leadership & Organization Development Journal, Vol. 14 No. 4, pp. 10-14. https://doi.org/10.1108/01437739310039433