Most change management systems refer to people being naturally resistant to change. However, none of these systems explain the origins of this “natural” resistance. In this workshop, Dr. Wooding will outline a theory that explains this resistance in terms of temperament factors and the ability or inability to easily resolve cognitive dissonance. Based on this theory, he will then progress to discussing the most effective ways for change managers to reduce resistance to change in the workplace. In addition, this theory will give a psychological foundation to well-established change management systems such as ProSci’s ADKAR approach.
|Keywords:||Change Resistance, Cognitive Dissonance, Change Management|
Senior Change Management Consultant, Organizational Change Leadership, Gilmore and Associates, Calgary, Alberta, Canada