Podcast
Questions and Answers
Resistance to change has often been treated as a ______ that obstructs organizational change.
Resistance to change has often been treated as a ______ that obstructs organizational change.
pathology
The approach that sees resistance as a problem to be eradicated is known as ______ resistance.
The approach that sees resistance as a problem to be eradicated is known as ______ resistance.
demonizing
The perspective that views resistance as part of the change process is termed ______ resistance.
The perspective that views resistance as part of the change process is termed ______ resistance.
celebrating
The authors emphasize that power and resistance are ______ and shape the outcomes of organizational change.
The authors emphasize that power and resistance are ______ and shape the outcomes of organizational change.
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Foucault’s conceptualization of power views it as a circulating force in social ______.
Foucault’s conceptualization of power views it as a circulating force in social ______.
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Both the demonizing and celebrating approaches to resistance maintain an asymmetrical power ______.
Both the demonizing and celebrating approaches to resistance maintain an asymmetrical power ______.
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The paper advocates for ______ resistance as integral to the negotiation of organizational meaning and identity.
The paper advocates for ______ resistance as integral to the negotiation of organizational meaning and identity.
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Both demonizing and celebrating approaches face limitations, including their ______ implications.
Both demonizing and celebrating approaches face limitations, including their ______ implications.
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Study Notes
Resistance to Organizational Change: Summary
- Reframing Resistance: The paper analyzes resistance as a multifaceted concept, moving away from traditional negative views.
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Demonizing vs. Celebrating Resistance: These two approaches are presented as dominant views on resistance, with both failing to address power dynamics effectively.
- Demonizing: Treats resistance as a problem to be eradicated, potentially leading to the misuse of power by change agents.
- Celebrating: Views resistance as beneficial, a source of valuable feedback, yet still maintaining an unequal power relationship.
- Power-Resistance Relations: The paper argues that power and resistance are intertwined, influencing the outcomes of organizational change.
- Foucault's Power Perspective: The framework draws on Michel Foucault, who sees power not as something held by an individual but as a circulating force within social relations.
- Co-Construction of Change: The authors propose reframing resistance as a critical part of the negotiation of organizational meaning and identity. This promotes collaboration and co-creation of change among all members of an organization.
- Power and Resistance in Practice: The paper emphasizes that power and resistance dynamically interact in shaping organizational change. Resistance can be a way for employees to influence change.
- Practical, Ethical, and Theoretical Challenges: Both dominant approaches face limitations, including ethical concerns and a failure to fully address power dynamics.
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Description
This summary explores the complex nature of resistance to organizational change, emphasizing the need to reframe traditional views. It discusses the contrasting approaches of demonizing and celebrating resistance, while highlighting the dynamic relationship between power and resistance as influenced by Foucault's perspective. Gain insights into how these concepts shape the co-construction of change within organizations.
