Resistance to change as a positive force: its dynamics and issues for management development

Explores the notion of resistance to change as a positive force within organizations. Suggests that such resistance can be seen as a “natural” survival mechanism within organizations, which tests, adapts and sometimes stops decisions made by fallible and often ill‐informed senior managers. Reports ten cases of positive resistance to change and presents a matrix of styles of exercising resistance. Discusses the implications of positive resistance for management developers and those pursuing organizational change.