Reframing resistance to organizational change

Manager’s Resistance to Organizational Change: Lesson from Ethiopian Commercial Banking Sector

The thinking and the practice of managing resistance to change is usually associated with change recipient’s psychological set up. In most cases, employees are either implicitly or explicitly considered as the prime source of resistance. Exploring the initiation and implementation of organizational change in Ethiopian commercial banks, this research found out that resistance to change does not ...

Deconstructing resistance to organizational change – a social representation theory approach

Overcoming Resistance to Organizational Change: Strong Ties and Affective Cooptation

We propose a relational theory of how change agents in organizations use the strength of ties in their network to overcome resistance to change. We argue that strong ties to potentially influential organization members who are ambivalent about a change (fence-sitters) provide the change agent with an affective basis to coopt them. This cooptation increases the probability that the organization ...

An Introduction to the 5M Framework: Reframing Change Management Education

The purpose of this paper is to introduce a reflective and critical rhetorical framework capable of replacing traditional approaches to change management and its education. This framework conceptualises managing change as the Mindful Mobilising of Maps, Masks and Mirrors and provides a comprehensive integration of the processual, practice and critical academic literature on change management. I...

Model Reframing by Feature Context Change

Many solutions to cost-sensitive classification (and regression) rely on some or all of the following assumptions: we have complete knowledge about the cost context at training time, we can easily re-train whenever the cost context changes, and we have technique-specific methods (such as cost-sensitive decision trees) that can take advantage of that information. In this work we address the prob...