A Psychodynamic Approach to Change Resistance

By Scott Wooding.

Published by Change Management: An International Journal

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

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

Change Management: An International Journal, Volume 12, Issue 1, pp.17-22. Article: Print (Spiral Bound). Article: Electronic (PDF File; 225.268KB).

Dr. Scott Wooding

Senior Change Management Consultant, Organizational Change Leadership, Gilmore and Associates, Calgary, Alberta, Canada

Dr. Wooding spent most of his career as a child psychologist, specializing in the parenting of teenagers. In this capacity, he authored 4 books. After filling in for a colleague on several change management cases, he was hired by a Canadian agricultural company as their director of marketing. He has since moved full-time into organizational change leadership and has been certified as a change manager. Although an admirer of the writings of John Kotter, Dr. Wooding does not adhere to any one system of change management, but instead has developed an approach of his own. This approach is based on his psychological background combined with sound leadership and project management principles.