Distinguishing between destructive and constructive resistance in strategy implementation processes
本文挑战了所有抵抗都是障碍的传统观点，提出领导者应区分破坏性抵抗与建设性抵抗，并利用建设性抵抗来改进战略实施过程，为管理者提供了实用建议。
The commonly expected response to new strategy implementation, or organizational change more broadly, is resistance. This resistance is often considered a hindrance to strategy implementation efforts, and as such, leaders are encouraged to overcome resistance in order to achieve organizational goals. In this paper we challenge the notion that all resistance is a hindrance. Instead, we encourage organizational leaders charged with strategy implementation to distinguish between destructive resistance and constructive resistance and engage with constructive resistance, an approach that should enhance the process of change. Drawing on examples from several different industries, we detail ways to distinguish between constructive and destructive resistance. We offer practical suggestions for managers and leaders to embrace constructive resistance to enhance strategy implementation processes.