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Chapter V. Resistance: A Medium for the ... > The Management of Resistance

The Management of Resistance

The suggestions and prescriptions of correct resistance management contain a curious dualism; while they appear to embrace much of the understanding of resistance gained from the 1990s they simultaneously ignore the suggestion that, in certain instances, there is utility to be gained. There is a need for shared understanding of the role of technology, especially innovative technology, within the change management and strategic development process as this will be a unifying theme (Garner & Ash, 2003).

Scott (2002) refers to an e-culture, a culture that enables and propels the organisation’s e-business strategy and goals. In the past organisations have proceeded directly to operational issues affecting the bottom line. But Scott (2002) suggests that this is where problems have occurred because of the lack of consideration of the human factor. By not addressing the basic concerns of the people who will be using those systems, organisations create the potential for self-defeating, project-prolonging change resistance.


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