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Lookup NU author(s): Professor Stewart Clegg
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Change and resistance to change constitute a long-lasting couple in the organizational literature. We problematize the mechanistic action-reaction types of analyses, uncover some fragilities in the current debates, and offer minimal structures and the improvisations they favour as possibilities for reconsidering the roles attached to the participants in change processes beyond the established separation between agents and recipients. Improvisation is a space where the established orders of organizing are challenged and alternative orders are allowed to flourish. We suggest that structural interventions, such as minimizing structure, shifting roles and combining paradoxical requirements, help to diffuse resistance to change and to recreate the nature of change in organizations.
Author(s): Cunha MPe, Clegg SR, Rego A, Story J
Publication type: Article
Publication status: Published
Journal: Journal of Change Management
Online publication date: 10/12/2013
ISSN (print): 1469-7017
ISSN (electronic): 1479-1811
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