Framework

Four theories of resistance to change

The question it answers

When staff push back against a planned change, how can a manager tell why they resist and choose the intervention that fits the underlying cause?

Origin
Festinger, 1957; Harrison, 1970; Rousseau, 1989; Oreg, 2003; Dent & Goldberg, 1999
Diagram type
Comparison table
Level of analysis
Individual
Topics
Change management
Clay steps with a looping glass arrow, icon for change management

Diagram

Four theories of resistance to change

CriterionCognitive dissonanceDepth of interventionPsychological contractDispositional resistance
OriginatorFestinger, 1957Harrison, 1970Rousseau, 1989Oreg, 2003
Core ideaA gap between belief and action creates tensionThe deeper the change touches identity, the more resistanceImplicit mutual expectations are breachedPersonal disposition shapes the reaction
ResponseGive people freedom of choiceInvolve people more deeplyKeep and state commitments clearlyDo not treat disposition as destiny

Sources

References

Listed A–Z by author surname, Harvard style. A source with a DOI links to https://doi.org/…; one without links to its page or says plainly that it has no DOI.

  1. Dent, E.B. and Goldberg, S.G. (1999) ‘Challenging 'resistance to change'’, The Journal of Applied Behavioral Science, 35(1), pp. 25–41.doi:10.1177/0021886399351003Source page
  2. Festinger, L. (1957) A Theory of Cognitive Dissonance. Stanford, CA: Stanford University Press.doi:10.1515/9781503620766Source page
  3. Harrison, R. (1970) ‘Choosing the depth of organizational intervention’, The Journal of Applied Behavioral Science, 6(2), pp. 181–202.doi:10.1177/002188637000600204Source page
  4. Oreg, S. (2003) ‘Resistance to change: developing an individual differences measure’, Journal of Applied Psychology, 88(4), pp. 680–693.doi:10.1037/0021-9010.88.4.680Source page
  5. Rousseau, D.M. (1989) ‘Psychological and implied contracts in organizations’, Employee Responsibilities and Rights Journal, 2(2), pp. 121–139.doi:10.1007/BF01384942Source page