Using the Operant and Strategic Contingencies Models of Power to Understand Resistance to Change

Sonia M. Goltz · Amy B. Hietapelto

62 citations0/0 files storedJournal of Organizational Behavior Management

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Organizational Change and Leadership Management and Organizational Studies Organizational Management and Change

Abstract

This paper discusses the joint implications of the operant and strategic contingencies models of power for understanding and decreasing resistance to change in organizations. In particular, resistance is expected when the organizational change being introduced either intentionally or unintentionally results in changes in who has direct or indirect control over reinforcing and aversive stimuli in the organization. Power holders and leaders can be expected to resist changes that decrease their ability to obtain responses in, and rewards for, their work groups. Workers can be expected to respond negatively to changes that affect the availability of positive consequences or the ability to obtain those consequences. Change efforts that minimize these problems are predicted to be more successful.

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References

1986The Bases of Social Power 1977The Chronicle of Higher Education 1995A TYPOLOGY OF DEVIANT WORKPLACE BEHAVIORS: A MULTIDIMENSIONAL SCALING STUDY.1985Power In and Around Organizations.2002Organizational citizenship behavior and workplace deviance: The role of affect and cognitions.1971A Strategic Contingencies' Theory of Intraorganizational Power 1993Managing with Power: Politics and Influence in Organizations.2017Power Failure in Management Circuits

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