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Resistance to change: A reexamination and extension

Research in Organizational Change and Development

ISBN: 978-1-84855-546-4, eISBN: 978-1-84855-547-1

Publication date: 23 September 2009

Abstract

As Piderit (2000) points out, much of the work on resistance to change borrows from the field of mechanics, conceptualizing resistance as a force that slows or stops motion and increases the energy and work required to alter the rate and magnitude (distance) of movement. These ideas are evident in Lewin's (1947) work on resistance in which he conceptualizes a quasi-stationary equilibrium as a dynamic balance between a field of forces driving for movement in one direction and a field of forces driving for movement in the opposite direction; movement in the equilibrium occurs only through increases and decreases in these forces.

Citation

Ford, J.D. and Ford, L.W. (2009), "Resistance to change: A reexamination and extension", Woodman, R.W., Pasmore, W.A. and (Rami) Shani, A.B. (Ed.) Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 17), Emerald Group Publishing Limited, Leeds, pp. 211-239. https://doi.org/10.1108/S0897-3016(2009)0000017008

Publisher

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Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited