| Summary: | The dynamic and competitive business environment of the twenty-first century results in organisational change being an inevitable aspect of business operations. Literature suggests that resistance to change is one of the biggest and most common barriers to effective change management. The large body of literature surrounding resistance to change identifies a multi-faceted phenomenon, however it fails to take an holistic approach towards the various manifestations. This dissertation carefully analyses the various resistant manifestations within a highly unionised traditional heavy industry setting. Relationships between the various forces are thoroughly explored and the subsequent importance of each discussed through the use of a case study.
It is concluded, that the various degrees to which each resistant force effects a change initiative is heavily reliant on the context under which that resistance is grounded. Resistant forces, far from operating in isolation of one another, share close relationships, in many cases co-creating the resistance to change phenomenon. By shifting management focus away from discernable resistance, towards a more proactive situational analysis approach the damaging and costly effects associated with resistance to change should be substantially reduced.
Key words: Organisational Change, Resistance, Traditional Heavy Industry
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