{"id":182,"date":"2012-01-09T09:45:25","date_gmt":"2012-01-09T09:45:25","guid":{"rendered":"http:\/\/blogs.kent.ac.uk\/change-academy\/?p=182"},"modified":"2013-06-25T16:49:02","modified_gmt":"2013-06-25T15:49:02","slug":"resistance-is-useful-a-new-assumption","status":"publish","type":"post","link":"https:\/\/blogs.kent.ac.uk\/change-academy\/2012\/01\/09\/resistance-is-useful-a-new-assumption\/","title":{"rendered":"\u201cResistance is useful\u201d: a new assumption?"},"content":{"rendered":"

If we want to see change happen, and for it to occur in a meaningful, timely and impactful manner, we need to see any resistance that we encounter in a different light. Rather than considering resistance an unhelpful roadblock to change, we should perhaps see it (at risk of supplying any more old clich\u00e9s) as both an opportunity<\/em> and an indicator<\/em> of progress. The opportunity<\/strong><\/em> is that resistance opens a door to new dialogue with others. As an indicator<\/em><\/strong>, resistance shows us that people are noticing what we are doing.<\/p>\n

As Herrero (2006) points out, the assertion that \u201cPeople are resistant to change\u201d<\/em><\/strong> is untrue. The reality is that people are resistant to change if nothing in terms of what managers expect from them changes. Extending that notion, Seddon (2005) suggests that the reason people are resistant to change is that they often don\u2019t see its relevance to their work, because the rest of the system \u2013 how they are managed, doesn\u2019t change. With the right encouragement these people can identify and discuss the other areas where change might be required – and themselves, with the right support,\u00a0 start to influence that wider change.<\/p>\n

It is too easy to assume that \u201cthere will always be casualties \u2013 people not accepting change \u2013 and you need to identify and deal with them.\u201d <\/em><\/strong>\u00a0 Hererro does not accept this and also suggests that we need to reject the position that <\/strong>\u201cskeptical people and enemies of change need to be sidelined.\u201d<\/em><\/strong> <\/em><\/strong><\/p>\n

Instead when we manage change, Herrero suggests that greater care is required;<\/p>\n