The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical ‘relational’ approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organizational transformation in a Local Government Authority in the UK. Its detailed empirical insights enable readers to explore organizational change from many different perspectives considering issues such as the strategic use of metaphor and counter-metaphors; management and employee resistance; organizational politics and cynicism.

It will be of interest to researchers, academics, and students interested in change management, organizational studies, human resource management, and critical management studies.

chapter 1|5 pages


chapter 2|22 pages

The Landscape of Change Management

chapter 4|21 pages

The Contextual Landscape

chapter 5|24 pages


chapter 6|19 pages

Management Resistance

chapter 7|20 pages


From Negative to Positive/Productive?

chapter 8|19 pages

Cynicism in Service

chapter 9|22 pages

Making Organisational Politics Political

chapter 10|18 pages