Resistance and commitment to change should be seen as a dynamic continuum. This is illustrated in Figure 1
Aggressive resistance is regarded as a destructive opposition, reflected in destructive behaviour such as purposely committing errors and spoilage, subversion and sabotage.
The neutral or apathy zone represents a situation where people are informed about changes, but their perceptions and attitudes regarding the changes are neutral and their behaviour is characterised by 'passive resignation', representing a transition between resistance and acceptance of change.
Pathological commitment represents the final phase of acceptance to change. In this context, it is characterised by passion for the change process, associated perhaps with obsessive and compulsive behaviours.
Between these poles are various 'shades' of resistance and commitment.
We believe this model provides a diagnostic framework to identify the extent of acceptance or rejection of change in your organisation. Mapping individuals, groups or business units onto the continuum may be difficult and should not be attempted lightly. But it is a powerful tool if used wisely. For example, following the use of one of the survey/measurement tools described below, you could map individuals or groups onto the scale. This provides a basis for meaningful discussion about what needs to happen in order to move those stakeholders into the more positive, commitment end of the continuum, if it can be shown that unacceptable levels of resistance are evident.
You should, of course, be prepared to justify the reason for any assumptions you have made when plotting stakeholders onto the continuum.
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