Att vara och styra i stormen. En kvalitativ studie om uttryck, orsaker och ledares hantering av motstånd i förändringsprocesser

Sammanfattning

Change processes are common in today’s working life and constitute a central part of organizational development. In connection with such processes, resistance may arise among both employees and leaders. The purpose of this study is to contribute to a deeper understanding of how resistance in large organizations is expressed, which underlying causes contribute to the emergence of resistance, and how leaders can manage these reactions. The study is based on a qualitative research approach and draws on 13 interviews with respondents from different industries within large organizations. The results show that resistance can be expressed both directly and indirectly. Direct resistance may, for example, appear through open questioning, dissatisfaction, and criticism, while indirect resistance may be expressed through silence, reduced engagement, and rumor-spreading among colleagues. The study further shows that the causes of resistance can largely be understood in relation to the top-down character of the organizations, where insufficient communication, limited participation, and uncertainty contribute to the emergence of resistance. Leaders should therefore combine top-down and bottom-up perspectives in change processes. This means that managers need to create clear direction and structure, while also allowing room for dialogue, participation, and mutual communication. Resistance should therefore not only be understood as an obstacle that needs to be overcome, but also as an important signal of how the change process is communicated, anchored, and experienced within the organization.