A theoretical analysis of the phenomenon of resistance as an aspect of organisational change

Abstract

This paper analyses the phenomenon of resistance as an aspect of organisational change which has been largely ignored. The case study investigates resistance in a New Zealand prison in response to the proposed introduction of women prison officers. The empirical focus is on the reasons behind the resistance and whether or not a shift in attitude occurred once the women entered. The phenomenon of resistance is analysed within the framework of organisational culture as an example of a fight/flight culture unwilling to change its core values in response to external pressures. Resistance is also analysed against organisational change theories to determine which theoretical model is most applicable to the case study. The patterning of resistance from key events in the past is compared with the insights gained from biological sciences, in particular the study of bifurcation points where entities jump from one state to another under conditions of extreme stress. The bifurcation points in the prison's history are traced over time to demonstrate the patterning effect of significant past events and determine whether they contributed to renewal or decline.