Decoding resistance to change.

Ford, J. D., & Ford, L. W. (2009). Decoding resistance to change. Harvard Business Review, 22(2), 197-211.

Type

Journal article

Intellectual base

Primary research

Year

2009

Volume

22

Issue

2

Pages

197-211

Link

https://hbr.org/2009/04/decoding-resistance-to-change not authoritativefound

Cited from

mathematics, organizational_management, physics

Cited by

3 citations across 3 artifacts.

Primes

• Resistance to Change
  • The most dangerous change failures occur when leadership mistakes resistance for simple irrationality and doubles down on pressure rather than pausing to understand and address the legitimacy in the resistance
• Signal Decay and Fadeout
  • Listed in the references but not attached to a specific claim.
• Transformation
  • Listed in the references but not attached to a specific claim.

Verification

Does it exist? Not checked yet. This entry carries no identifier to resolve. It was extracted from the citation as written in the article, normalized, and deduplicated against the rest of the registry.

Does it back the claim? Not recorded. Neither this nor any other of the 3 citations of this work carries a recorded support check.

Support is checked per citation rather than per work — the same source can be cited soundly in one article and wrongly in another. Per-citation recording began recently, so a citation with no recorded check is a gap in the record rather than evidence it went unchecked.

See how references were verified.

Registry ID ref:4ee15c8a9eb1 · see in the full table