A far-from-equilibrium systems approach to resistance to change

A model of resistance that goes beyond the idea of willful opposition and focuses on the positive value of resistance in an organization is presented. The model treats resistance as a survival mechanism when change is believed to be threatening, and describes a counter-response influenced by respect rather than by pushing back harder. It applies research on far-from-equilibrium systems to organizational resistance; a far-from-equilibrium condition is first created in the organization or work group, then new information, which impels the unit to function in new ways, is introduced.