Are ‘Change Alliances’ the Root Solution to Engineers’ Strong Resistance to Change? Lessons from SEAM Intervention-Research

This paper investigates the heightened resistance to organizational change frequently observed in engineering contexts. Drawing on findings from intervention-research projects conducted within engineering companies, it highlights how engineers can exhibit stronger change resistance than other professional groups. This tendency stems from an educational and professional culture that prioritizes technical precision and certainty, often discouraging the adaptability required for organizational and managerial change. By integrating empirical data with theoretical insights, the study offers a contextualized framework for addressing and managing resistance among engineers, emphasizing the importance of tailored interventions. Key strategies include forging alliances between technical and managerial stakeholders, employing iterative trial-and-error approaches, and implementing participatory practices that enhance readiness to change and a sense of belonging. The findings contribute both theoretically and practically: they extend existing resistance-to-change models by incorporating contextual factors, and they provide practitioners—consultants and managers—with new approaches for more effective change management within engineering settings.