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A Reducing Resistance to Change Model

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  • Daniela Bradutanu

    (DRESMARA – National Defense University “Carol I”)

Abstract

The aim of this scientific paper is to present an original reducing resistance to change model. After analyzing the existent literature, I have concluded that the resistance to change subject has gained popularity over the years, but there are not too many models that could help managers implement more smoothly an organizational change process and at the same time, reduce effectively employees’ resistance. The proposed model is very helpful for managers and change agents who are confronted with a high degree of resistance when trying to implement a new change, as well as for researches. The key contribution of this paper is that resistance is not necessarily bad and if used appropriately, it can actually represent an asset. Managers must use employees’ resistance.

Suggested Citation

  • Daniela Bradutanu, 2015. "A Reducing Resistance to Change Model," Acta Universitatis Danubius. OEconomica, Danubius University of Galati, issue 11(5), pages 114-120, October.
    • Handle: RePEc:dug:actaec:y:2015:i:5:p:114-120
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    File URL: http://journals.univ-danubius.ro/index.php/oeconomica/article/view/2896/2853
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    References listed on IDEAS

    as
    1. Thomas, Robyn & Hardy, Cynthia, 2011. "Reframing resistance to organizational change," Scandinavian Journal of Management, Elsevier, vol. 27(3), pages 322-331, September.
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