Forms of Resistance Grid

Organizational culture and change management are interlinked. Overcoming resistance to change is one of the most challenging parts of change management, and people often fear change, so they resist it. This quick reference guide details the forms of resistance described on page 208 of the textbook Lewis, L. (2019). Organizational Change; Creating Change Through Strategic Communication, 2nd Edition. Wiley Blackwell.

AmbivalencePeople who vocalize a move toward change and also

vocalize a struggle against change. They may experiencing both positive and negative feelings about

different aspects of the change at the same time.

Peer-focused DissentPeople who do not challenge the change formally

may go underground and fear the label of“troublemaker.” It may be a more aggressive

form of resistance.

Upward DissentPeople who attempt to use influence on decision-

makers during the change management process. Some may seek to influence a leader through a third party

hoping the leader hears the concerns, but not directly from the source.

SabotagePeople who attempt to stop the change or destroy the

change momentum. This resistance may be direct actions such as threats, work slowdowns, feigning ignorance, or subtle neglect, such as absenteeism.

Refusal/Exit/ActivismPeople who cannot adopt or adapt to change.

They may leave the company or become employee activists who attempt to apply pressure on the organization to sway the