This paper draws on critical theory in an attempt to show how organizational ideologies operate in resistance to change that is engendered by training. In particular, the paper introduces critical theory’s views of dialectical reasoning and its relationship to oppression in human thought and action. It then describes the liberating themes from adult education and training concepts and theories. In this discussion, the paper elucidates the notion that unquestioned ideological assumptions produce fallacies that become instrumental modes for domination in interpersonal relationships. It illustrates this in a case analysis of an attempt to change the prevailing management ideology at a major university. Embedded within the attempted change program is the struggle for a new synthesis of meaning in the relationships and the countervailing antithesis of management resistance. The paper concludes with an outline of some of the implications of embracing a critical theory perspective as a trainer and change agent.
Carol Rusaw, A. (2000), "Uncovering training resistance: A critical theory perspective", Journal of Organizational Change Management, Vol. 13 No. 3, pp. 249-263. https://doi.org/10.1108/09534810010330896
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