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FROM RESISTANCE TO COMMITMENT on JSTOR

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FROM RESISTANCE TO COMMITMENT

LEON COETSEE Public Administration Quarterly Vol. 23, No. 2 (SUMMER, 1999), pp. 204-222 Published by: SPAEF https://www.jstor.org/stable/40861780 Page Count: 19

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Topics: Resistance to change, Personal empowerment, Change management, Continuum modeling, Human aggression, Apathy, Sabotage, Information economics, Ambivalence, Management decisions Give feedback Were these topics helpful?

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  • Journal Info Public Administration Quarterly Description:

    Public Administration Quarterly is a general journal publishing single-article manuscripts and symposia in all areas of public administration, and is committed to the consistent use of the blind-review process in making publishing decisions.

    Coverage: 1983-2016 (Vol. 7, No. 1 - Vol. 40, No. 4) Moving Wall: 2 years (What is the moving wall?)

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    ISSN: 07349149 EISSN: 23274433 Subjects: Management & Organizational Behavior, Business & Economics, Business, Social Sciences, Public Policy & Administration Collections: Arts & Sciences IX Collection, Business & Economics Collection, Business III Collection
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Abstract

Getting stakeholders' commitment and managing resistance to change successfully are prerequisites for effective change management. In organization development literature, acceptance of change (commitment) and rejection of change (resistance) are typically treated as separate, unrelated phenomena. In this article, it is argued that commitment and resistance are closely linked in the sense that they represent a polarity—two poles of a continuum. Building on this notion, sequential phases of resistance and acceptance of change (or commitment) are explained and then summarized in terms of a continuum model. In this process, the extant confusion regarding the concept commitment is also addressed. Commitment is described in terms of elements of commitment and explanations of the relationships and differences between commitment and related concepts such as empowerment, support, and involvement are also offered in terms of a description of the elements of commitment and the continuum model. A number of theoretical and practical applications of the resistance to commitment continuum model are suggested. Public Administration Quarterly © 1999 SPAEF Request Permissions

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