Harnessing resistance: using the theory of constraints to assist change management
Abstract
Re‐examines traditional views on change management, in particular the resistance to change, and to suggest alternative views and a practical approach for better managing change. The literature on change management contains numerous prerequisites for successful change, with a predominantly negative view on the issue of resistance to change. Some authors have argued for the positive utility of resistance, but have lamented a lack of management theories which support this view. Describes a management methodology called the theory of constraints (TOC) which views resistance as a necessary and positive force, and we demonstrate how it was applied in a case study involving a bank merger. Reviews how TOC handles the various types of resistance identified in the change management literature, and posit that the TOC framework helps lead and manage change by providing practical guidance on, inter alia, situational assessment, assumption surfacing, conflict resolution, planning and implementation of successful change.
Keywords
Citation
Mabin, V.J., Forgeson, S. and Green, L. (2001), "Harnessing resistance: using the theory of constraints to assist change management", Journal of European Industrial Training, Vol. 25 No. 2/3/4, pp. 168-191. https://doi.org/10.1108/EUM0000000005446
Publisher
:MCB UP Ltd
Copyright © 2001, MCB UP Limited