How not to silence the resistance: Why change managers need someone to talk to

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings:

No matter how caring and talented a manager is, upsetting the staff can be quite common – an occupational hazard you might say. One prime reason for turning otherwise friendly, industrious employees into argumentative challengers to your decisions is organizational change. Change has to happen in business and the usual reaction from people faced with the consequences of such changes is to resist them. It's not that they are particularly difficult people, just that they're human beings – a species which tends to like the status quo and gets nervous when anyone starts messing around with what they're used to.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2011), "How not to silence the resistance: Why change managers need someone to talk to", Strategic Direction, Vol. 27 No. 7, pp. 28-30. https://doi.org/10.1108/02580541111137065